Chapts 1-19 Business Communications

Five Techniques for Developing Paragraphs(3 of 3) Table 5.6

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Table 8.1 (3 of 3)

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Chapt 1 vocab

Communication-the process of transferring information & meaning using one or more media & communication channels. Stakeholders-Groups affected by a company's actions: customers, employees, shareholders, suppliers, neighbors, the community and the world at large. Professionalism-The quality of performing at a high level of and conducting oneself with purpose and pride. The Six traits of professionalism-striving to excel, being dependable and accountable, being a team player, demonstrating a sense of etiquette, making ethical decisions, and maintaining a positive outlook. Critical thinking-The ability to evaluate evidence completely and objectively in order to form logical conclusions and make sound recommendations. Formal communication network-communication channels that flow along lines of command. Informal communication network-all communication that takes place outside the formal communication network; often referred to as grapevine or rumor mill. Audience-centered approach-understanding and respecting the members of your audience and making every effort to get your messages across in a way that is meaningful to them. "You"attitude-Communicating with an audience-centered approach; creating messages that are about "you", the receiver rather than the "me", the sender. Etiquette-The expected norms of behavior in a particular situation. Message-The "container" in which an idea is transmitted from sender to a receiver. Encoding-Putting an idea into a message (using words, images, or a combination of both). Communication medium-The form in which a message is presented; the three primary categories of media are oral, written and visual. Communication channels-Systems used to deliver messages. Decoding-Extracting the idea from a message. Feedback-Information from receivers regarding the quality and effectiveness of a message. Communication barriers-Forces or events that can disrupt communication, including noise and distractions, competing messages, filters and channel breakdowns. Perception-A person's awareness or view of reality; the process of detecting incoming messages. Selective perception-The inclination to distort or ignore incoming information rather than change one's beliefs. Social communication model-an interactive, conversational approach to communication in which formerly passive audience members are empowered to fully participate. Information overload-Condition in which people receive more information than they can effectively process. Ethics-The accepted principles of conduct that govern behavior within a society. Ethical communication-Communication that includes all relevant information, is true in every sense, and is not deceptive in any way. Copyright-A form of legal protection for the expression of creative ideas. Transparency-Giving all participants in a conversation access to the information they need to accurately process the messages they're receiving. Ethical Dilemma-Situation that involves making a choice when the alternatives aren't completely wrong or completely right. Ethical Lapse-A clearly unethical choice. Code of ethics-A written set of ethical guidelines that companies expect their employees to follow. Ethics audits-Ongoing efforts to monitor ethical progress and to point out any weaknesses that need to be addressed. Contracts-A legally binding promise between two parties in which one party makes a specified offer, and the other party accepts. Intellectual Property(IP)-Assets including patents, copyrighted materials, trade secrets and internet domain names. Defamation-The intentional communication of false statements that damage someone's character or reputation.

Website Content & Organizing Website Content

-L O 7.4 Explain why organizing website content is so challenging, and explain the concept of information architecture. -You probably won't develop web content as often as you use email, social networks, and other media, but most companies have at least a basic website, and you might be involved in planning or expanding on it. Most of what you're learning about using other digital media is relevant to website content as well, although the unique nature of websites presents some special challenges. Organize: -The versatility of websites can be both a blessing and a curse. It's a blessing because a single web presence can serve multiple purposes for multiple audiences. For example, a company website can have sections for potential employees, investors, future customers, current customers, business partners, the media, and members of the local community. Anyone who wants to learn more about the company can visit the website and find what he or she needs. -That versatility can also be a curse, however, because it makes websites more difficult to plan and organize than virtually any other type of communication. Each of the target audiences has unique info needs and possibly little interest in the other material that might be on the site. Visitors also enter the site at different points. Some will type in the top-level URL, some will link through to lower-level pages from other websites (a product review in a blog, for example), and many will land on specific pages after using a search engine. -Because the web is a multidimensional medium, readers move around in any order they please; there often is no beginning, middle, or end. When organizing a website, you need to anticipate the various paths your readers will want to follow and make sure you provide the right hyperlinks in the right places to help readers explore successfully. Professional website designers use the term info architecture to describe the content structure, labeling, and navigational flow of all the parts of a website. -In a sense, the info architecture is a 3-D outline of the site, showing (1) the vertical hierarchy of pages from the homepage down to the lower level, (2) the horizontal division of pages across the various sections of the site, and (3) the links that tie all these pages together, both internally (between various pages on the site) and externally (between the site and other websites). Information architecture defines the site's structure and navigation flow: -Use mobile-first design -Create links and pathways -Use simple, clear language for page titles and links -Follow website conventions -Break into self-contained, readable "chunks" If you're responsible for designing or approving the structure of a website, keep the following advice in mind: -Given the sizable percentage of readers who now access websites with tablets and smartphones, many companies opt for a mobile-first design approach that supports touch interaction with simplified navigation. -Give your readers control by creating links and pathways that let them explore on their own. -Use simple, clear language for page titles and links so that visitors always know where they are and where a link will take them. -Follow the conventions used by most business websites, such as having an "About Us" page that describes the company and a "Contact Us" page with phone, email, and messaging details. -Help online readers scan and absorb information by breaking it into self-contained, easily readable chunks that are linked together logically. This is particularly helpful for mobile readers.

Delivering a Presentation & Choosing Your Presentation Method

-L O 16.3 Discuss five steps for delivering a successful presentation. -With an outline, speaking notes, and any visual aids you plan to use, you're almost ready to deliver your presentation. This section covers five essential topics that will help you prepare for and deliver engaging and effective presentations, starting with choosing your method. Depending on the circumstance of your presentation, you can choose from a variety of delivery methods: -Memorizing. Except for extremely short speeches, trying to memorize an entire presentation is not a good idea. In the best of circumstances, you'll probably sound stilted; in the worst, you might forget your lines. Besides, you'll often need to address audience questions during your speech, so you need to be flexible enough to adjust your speech as you go. However, memorizing a quotation, an opening paragraph, and some strong finishing remarks can bolster your confidence and strengthen your delivery. -Reading. In a few rare instances you may need to read a speech from a prepared script. For instance, policy statements and legal documents are sometimes read in full because the wording can be critical. However, unless you're required or expected to read your presentation verbatim, reading is not a good choice. You won't talk as naturally as you would otherwise, and the result will be a monotonous, uninspiring presentation. If you must read your speech for some reason, practice enough so that you can still make periodic eye contact with your audience and make sure the printout of your speech is easy to read. -Speaking from an outline or notes. Speaking with the help of an outline or note cards is nearly always the easiest and most effective delivery mode. The outline or notes guide you through the flow of the speech while giving you the freedom to speak naturally and spontaneously, to maintain eye contact with your listeners, and to respond and improvise as circumstances warrant. If you print note cards, use heavy note cards instead of regular paper. They're quieter and easier to flip through as you talk. -Impromptu speaking. From time to time, you may be called upon unexpectedly to give an impromptu or extemporaneous speech on the spot, without the benefit of any planning or practice. Identify the one key idea you want to share with the audience. That idea alone may be enough to meet the audience's expectations, or it might be enough to get you started and allow you to piece together additional ideas on the fly. Then think about a structure that would help convey that idea. Telling a brief story can be particularly effective in these situations because the structure helps you organize what you want to say, even as you're speaking. If asked to speak on a topic and simply don't have the info at hand, don't try to fake it. Instead, offer to get the info to the audience after the meeting or ask whether anyone else in the room can respond. Finally, before you even enter the meeting or other setting, if there is a chance you might be called on to say a few words, you can "prepare for the surprise" by thinking through what you might say in response to potential questions. -Whichever delivery mode you use, be sure that you're thoroughly familiar with your subject. Knowing what you're talking about is the best way to build your self-confidence. If you stumble, get interrupted, or suffer equipment failures, your expertise will help you get back on track.

How Businesses Use Social Media for Internal and External Communication & (Fig 8.1)

-L O 8.1 Discuss six common uses of social media for business communication. -Many companies now use social media for internal communication in addition to the more visible uses in external communication. -No matter what media or compositional mode you are using for a particular message, writing for social media requires a different approach than for traditional media. -Social media have changed the relationship between sender and receiver, so the nature of the messages needs to change as well. -Remember that it's a conversation, not a lecture or a sales pitch: One of the great appeals of social media is the feeling of conversation, of people talking with one another instead of one person talking at everyone else (see Fig 8.1). For all their technological sophistication, in an important sense social media provide a new spin on the age-old practice of word-of-mouth communication. As more and more people gain a voice in the marketplace, companies that try to maintain the old "we talk, you listen" mindset are likely to be ignored in the social media landscape. People generally join social networks for the chance to interact, and you can help stimulate conversations by asking followers for their ideas, options, and feedback. -Write informally but not carelessly: Write as a human being, not as a cog in a faceless corporate machine. At the same time, don't get sloppy; no one wants to slog through misspelled words and half-baked sentences to find the message. -Create concise, specific, and informative headlines: Avoid the temptation to engage in clever wordplay with headlines. This advice applies to all forms of business communication, of course, but it is essential for social media. Readers don't want to spend time and energy figuring out what your witty headlines mean. Search engines won't know what they mean, either, so fewer people will find your content. -Get involved and stay involved: Social media understandably make some businesspeople nervous because they don't permit a high level of control over messages. However, don't hide from criticism—it can be valuable feedback. Take the opportunity to correct misinformation or explain how mistakes will be fixed. -If you need to promote something, do so indirectly:Just as you shouldn't impose on people with a sales pitch during an informal social gathering, refrain from blatant promotional efforts in social media. -Be transparent and honest: Honesty is always essential, of course, but a particular issue that has recently tripped up a few companies is hiding behind an online persona—either a fictitious character whose writing is actually done by a corporate marketing specialist or a real person who fails to disclose an affiliation with a corporate sponsor. -Think before you post!: Individuals and companies have been sued because of careless Twitter updates, employees have been fired for inappropriate Facebook posts, vital company secrets have been leaked, and business and personal relationships have been strained. To be safe, assume that every message you post will be read by people far beyond your original audience. -Readers—and search engines—don't like spending time trying to figure out clever puns and other wordplay; make your headlines clear and direct.

Figure 15.1 (1 of 2)

-Long and somewhat rigorous sentences help give the report its formal tone. For a more consumer-oriented publication, this writing could certainly be simplified. -A less-formal report might've said something along the lines of "Poor diet and physical inactivity are killing U.S. citizens" instead of the more formal (and more precise) "are associated with major causes of morbidity and mortality". -This paragraph mentions the troubling statistic that 15%t of U.S. households can't afford to meet basic nutritional requirements, but because the report is presenting dietary recommendations and not public policy statements about economics or other issues, the tone is objective and dispassionate. (1 of 2)

Organizing Your Information

-The length and complexity of most reports and proposals require extra emphasis on clear, reader-oriented organization. Your readers might have the patience to struggle through a short, disorganized email message but not through a poorly organized 200-page report. As Chapter 4 discusses, when an audience is likely to be receptive or at least open-minded, use the direct approach: Lead with a summary of your key findings, conclusions, recommendations, or proposal—whichever is relevant. This "up-front" arrangement is by far the most popular and convenient for business reports. It saves time and makes the rest of the report easier to follow. For those who have questions or want more information, later parts of the report provide complete findings and supporting details. The direct approach also produces a more forceful report. You sound sure of yourself when you state your conclusions confidently at the outset. -Be careful your confidence isn't interpreted as arrogance. If your position is relatively low in the organizational hierarchy, or if your audience is skeptical or hostile use the indirect approach. -Introduce findings & provide supporting evidence & reasoning before conclusions & recommendations. -Use the indirect approach when you need to build support for your main idea or you want to avoid coming across as arrogant. -Although the indirect approach has advantages, some readers will always be in a hurry to get to the answer and will immediately flip to the recommendations anyway, thus defeating your purpose. Therefore, consider length before choosing the direct or indirect approach. In general, the longer the message, the less effective an indirect approach is likely to be. -For long reports: Because both direct and indirect approaches have merit, businesspeople often combine them. They reveal their conclusions and recommendations as they go along rather than put them either first or last. Figure 14.4 on the next page presents the introductions from two reports that follow the same general outline. In the direct version, a series of statements summarizes the conclusion reached in relation to each main topic in the outline. In the indirect version, the same topics are introduced in the same order but without drawing any conclusions about them. Instead, the conclusions appear within the body of the report. -Think how ideas will be subdivided & developed. -Choose the most logical argument structure, one suiting to topics & goals & makes sense to the audience. -As you outline your content, use informative ("talking") headings rather than simple descriptive ("topical") headings (see Table 14.2). Informative headings in a question or summary form force you to think through the content rather than simply identifying the general topic area. Using informative headings also facilitates collaborative writing by reducing ambiguity about what each person needs to write. Figure 14.4 Direct approach: -Summarizes the situation -Immediately introduces one of the report's major conclusions -Reminds the audience why the report was prepared -Presents the report's key recommendation, that the repair service should be discontinued -Emphasizes the benefits of acting on the recommendation and addresses any fears about possible negative consequences -Lists three important conclusions that led to the recommendation to end the service (notice how the indirect approach that follows presents these same three points as questions to be considered) Indirect approach: -Summarizes the situation -Reminds the audience why the report was prepared -Indicates that conclusions and recommendations will be presented later in the report -Introduces the three points that will eventually lead to the conclusions and ultimately to the recommendation -In the direct version of this introduction, the writer quickly presents the report's recommendation, followed by the conclusions that led to that recommendation. In the indirect version, the same topics are introduced in the same order, but no conclusions are drawn about them (the conclusions and the ultimate recommendation appear later, in the body of the report).

Guidelines for Successful Messaging & Efficient Messaging

Applying the Three-Step Writing Process: -Planning instant messages. View every exchange as a conversation; while you may not deliberately plan every individual statement you make or question you pose, take a moment to plan the overall exchange. If you're requesting something, think through exactly what you need and the most effective way to ask for it. If someone is asking you for something, consider his or her needs and your ability to meet them before you respond. And although you rarely need to organize instant messages in the sense of creating an outline, try to deliver information in a coherent, complete way that minimizes the number of individual messages required. -Writing instant messages. As with email, the appropriate writing style for business messaging is more formal than the style you may be accustomed to with personal IM or text messaging. You should generally avoid acronyms (such as FWIW for "for what it's worth" or HTH for "hope that helps") except when communicating with close colleagues. In the exchange in Figure 7.4, notice how the participants communicate quickly and rather informally but still maintain good etiquette and a professional tone. This style is even more important if you or your staff use messaging to communicate with customers and other outside audiences. -Completing instant messages. One of the biggest attractions of messaging is that the completing step is so easy. You don't have to produce the message in the usual sense, and distribution is as simple as hitting "Enter" or clicking a "Send" button. However, don't skip over the revising and proofreading tasks. Quickly scan each message before you send it, to make sure you don't have any missing or misspelled words and that your message is clear and complete. Keep in mind that many corporate messaging systems store every message, and systems such as Slack make them easily searchable, too, so even brief messages that you send in a hurry become part of a permanent record. Regardless of the system you're using, you can make messaging more efficient and effective by following these tips: -Be thoughtful and courteous. People can be overloaded by messages just as easily as they can by emails and social media updates, so don't waste time with chatter. When you want to start an exchange, ask the other person if he or she is free to chat, just as you would knock on someone's office door and ask if this is a good time to talk. Introduce yourself if you're messaging someone in your company for the first time. -Make yourself unavailable when you need to focus on other work. You can reset your availability when a messaging conversation or meeting is scheduled. -If you're not on a secure system, don't send confidential information. Your company's security policies may prohibit certain types of communication on its messaging system. -Be extremely careful about sending personal messages. They clutter communication channels meant for business, and they can embarrass recipients if they pop up at awkward moments. -Don't use messaging for impromptu meetings if you can't verify that everyone concerned is available. You risk leaving important contributors out of the loop otherwise. -Don't use messaging for lengthy, complex messages. Email and other formats are better for those. -Try to avoid carrying on multiple conversations at once. This minimizes the chance of sending messages to the wrong people or making one person wait while you tend to another conversation. -Follow all security guidelines. These are designed to keep your company's information and systems safe from attack. Info on Fig 7.4: -Lopes ask if DeLong is available for a chat, rather than launching right into his discussion on the assumption that she can chat this minute. -He makes his request clearly and succinctly. -DeLong expresses skepticism, which helps to set the expectations for what she can deliver. Note how her tone remains positive, however. -He completes his request by providing a dead-line. Note how he phrases it as a question, which is less jarring than a demand. -She concludes with a positive response while gently reiterating the difficulty of the task.

Table 6.3 (3 of 5)

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Table 15.2 Production Elements to Consider for Formal Reports and Proposals (4 of 4)

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Adapting the Three-Step Process for Successful Podcasting

-Although it might not seem obvious at first, the three-step writing process adapts quite nicely to podcasting. First, focus the planning step on analyzing the situation, gathering the information you'll need, and organizing your material. One vital planning step depends on whether you intend to create podcasts for limited use and distribution (such as a weekly audio update to your virtual team) or a podcasting channel with regular recordings on a consistent theme, designed for a wider public audience. Intend to create a podcast channel?: -think through the range of topics you want to address over time to verify that you have a sustainable purpose. -Don't bounce from one theme to another, or you'll risk losing your audience. -Maintaining a consistent schedule is also important; listeners will stop paying attention if they can't count on regular updates. -As you organize the content for a podcast, pay close attention to previews, transitions, and reviews. These steering devices are especially vital in audio recordings because audio lacks the headings and other elements that audiences rely on in print media. Moreover, scanning back and forth to find specific parts of an audio or video message is much more difficult than with textual messages, so you need to do everything possible to make sure your audience successfully receives and interprets your message on the first try. Podcasting Info: -it's conversational, person-to-person feel of the recordings, so unless you need to capture exact wording, speaking from an outline and notes rather than a prepared script is often the best choice. -Remember no one wants to listen to rambling podcasts that take several minutes to get to the topic or struggle to make a point, so don't try to make up your content on the fly. -to be effective, must have a clear beginning, middle, and end. -The completing step is where podcasting differs most dramatically from written communication, for the obvious reason that you are recording and distributing audio or video files. Particularly for more formal podcasts, start by revising your script or thinking through your speaking notes before you begin to record. -For podcasting editing free editing software such as Audacity is available online. If you require higher production quality or greater flexibility, you'll need additional pieces of hardware and software, such as an audio processor (to filter out extraneous noise and otherwise improve the audio signal), a mixer (to combine multiple audio or video signals), a better microphone, more sophisticated recording and editing software, and perhaps some physical changes in your recording location to improve the acoustics. -Podcasts can be distributed in several ways, including through media stores such as iTunes, by dedicated podcast hosting services, or on a blog with content that supports the podcast channel.

Figure 4.1 The Three-Step Writing Process

-Chapter 1 introduced the notion of audience-centered communication and the "you" attitude—speaking and writing in terms of your audience's wishes, interests, hopes, and preferences. On the simplest level, you can adopt the "you" attitude by replacing terms such as I, me, mine, we, us, and ours with you and yours. -However, the "you" attitude is more than simply using particular pronouns. It's a matter of demonstrating genuine interest in your readers and concern for their needs (see Figure 5.1). You can use you 25 times in a single page and still offend your audience or ignore readers' true concerns. If you're writing to a retailer, try to think like a retailer; if you're dealing with a production supervisor, put yourself in that position; if you're writing to a dissatisfied customer, imagine how you would feel at the other end of the transaction. Be aware that on some occasions it's better to avoid using you, particularly if doing so will sound overly authoritative or accusing. -As you practice using the "you" attitude, be sure to consider the attitudes of other cultures and the policies of your organization. In some cultures it is improper to single out one person's achievements because the whole team is responsible for the outcome; in that case, using the pronoun we or our (when you and your audience are part of the same team) would be more appropriate. Similarly, some companies have a tradition of avoiding references to you and I in most messages and reports. -Long description: The details of the figure are as follows: 1. Plan: • Analyze the situation: Define your purpose and develop an audience profile. • Gather Information: Determine audience needs and obtain the information necessary to satisfy those needs. • Choose Medium and Channel: Identify the best combination for the situation, message, and audience. • Organize the Information: Define your main idea, limit your scope, select the direct or indirect approach, and outline your content. 2. Write: • Adapt to Your Audience: Be sensitive to audience needs by using a "you" attitude, politeness, positive emphasis, and unbiased language. Build a strong relationship with your audience by establishing your credibility and projecting your company's preferred image. Control your style with a conversational tone, plain English, and appropriate voice. • Compose the Message: Choose strong words that will help you create effective sentences and coherent paragraphs. 3. Complete: • Revise the Message: Evaluate content and review readability; edit and rewrite for conciseness and clarity. • Produce the Message: Use effective design elements and suitable layout for a clean, professional appearance. • Proofread the Message: Review for errors in layout, spelling, and mechanics. • Distribute the Message: Deliver your message using the chosen channel; make sure all documents and all relevant files are distributed successfully.

The Unique Challenges of Communication on Mobile Devices

-Mobile devices can be used to create and consume virtually every digital form of oral, written, and visual media. Thanks to the combination of portability and the flexibility enabled by a wide array of business-focused apps, mobile devices have become a primary tool in business communication. Consider these issues whenever your messages are likely to be viewed on mobile devices: -Screen size and resolution. The screen resolution of phones and tablets has improved considerably in recent years, but the limited size of these screens still presents a challenge simply because many messages are significantly larger than the screens they will be viewed on. This results in: -Dilemma pitting clarity against context. -Readers can zoom in to make text readable & visuals understandable, but the inability to see an entire document page or visual at once (particularly on phone screens) can limit a reader's ability to grasp its full meaning. -Can be particularly troublesome if you're collaborating on writing or presentation projects & team members need to review documents or slides. -Input technologies. Even for accomplished texters, typing on mobile keyboards can be a challenge. Voice recognition is one way around the keyboard limitation, but anyone using it in public areas or in communal offices runs the risk of sharing private message content and annoying anyone within earshot. Moreover, voice recognition software can make mistakes that require manual editing, particularly for users who don't enunciate clearly or when there is a lot of competing background noise. Effects: -A stylus is an option for many devices, but this can be a slow and laborious process. -If website content or other messages and materials require a significant amount of input activity from recipients, make it as easy as possible for them. -Simple steps such as increasing the size of buttons and text-entry fields can help. -Bandwidth, speed, and connectivity limitations. The speed and quality of mobile connectivity varies widely by device, carrier, service plan, and geographic location. Even users with high-bandwidth service don't always enjoy the advertised transfer speeds they are paying for. Moreover, mobile users can lose connectivity while traveling, passing through network "dead spots," or during peak-demand hours or events (trade shows and conventions are notorious for this). So: -Don't assume that your mobile recipients will be able to satisfactorily consume the content that you might be creating on a fast, reliable, in-office network. -Data usage and operational costs. As the amount of video traffic in particular increases (video requires much higher bandwidth than text or audio), data consumption is becoming a key concern for mobile carriers and customers alike. Many mobile users do not have unlimited data-usage plans and have to manage their data consumption carefully to avoid excess fees. Some carriers offer unlimited data plans, but even those can come with restrictions such as bandwidth throttling that reduces the speed of a user's connection. So: Given these factors, be careful about expecting or requiring mobile users to consume a lot of video or other data-intensive content.

Strategies for Business Communication on Social Networks Pg 212

Guidelines to make the most of social networks for both personal branding and company communication: -Choose the best compositional mode for each message, purpose, and network. As you visit various social networks, take some time to observe the variety of message types you see in different parts of each website. Example, the informal status update mode works well for Facebook posts but would be less effective for company overviews and mission statements. -Offer valuable content to members of your online communities. People don't join social networks to be sales targets. They join looking for connections and info. Content marketing is the practice of providing free info that's valuable to community members but that also helps a company build closer ties with current and potential customers. -Join existing conversations. Search for online conversations that are already taking place. Answer questions, solve problems, and respond to rumors and misinformation. -Anchor your online presence in your hub. Although it's important to join those conversations and be visible where your stakeholders are active, it's equally important to anchor your presence at your own central hub—a web presence you own and control. (Control is important because trying to use Facebook, Twitter, or another service as a hub leaves you at the mercy of changes in design, terms of service, and other variables.) The hub can be a conventional website or a comb of a website, a blog, and a company-sponsored online community, for example. Use the hub to connect the various pieces of your online "self" (as an individual or a company) to make it easier for people to find and follow you. Example, you can link to your blog from your LinkedIn profile or automatically announce new blog posts on Twitter. -Facilitate community building. Make it easy for customers and other audiences to connect with the company and with each other. For instance, you can use the group feature on Facebook, LinkedIn, and other social networks to create and foster special-interest communities within your networks. Groups are a great way to connect people who are interested in specific topics, such as owners of a particular product. -Restrict conventional promotional efforts to the right time and right place. Persuasive communication efforts are still valid for specific communication tasks, such as regular advertising and the product info pages on a website, but efforts to inject blatant "salespeak" into social networking conversations are usually not welcome. -Maintain a consistent personality. Each social network is a unique environment with particular norms of communication. As a strictly business-oriented network, for example, LinkedIn has a more formal "vibe" than Facebook & Google+ which cater to both consumers and businesses. While adapting to the expectations of each network, however, be sure to maintain a consistent personality across all the networks in which you are active. -Products can be promoted on social networks, but it needs to be done in a low-key, indirect way.

Writing Messages for Mobile Devices

-L O 5.7 List five techniques for writing effective messages for mobile readers. -One obvious adaptation to make for audiences using mobile devices is to modify the design and layout of your messages to fit smaller screen sizes and different user interface features (see Chapter 6). However, modifying your approach to writing is also an important step. Reading is more difficult on small screens, and consequently users' ability to comprehend what they read on mobile devices is lower than it is on larger screens. -Research shows that comprehension can drop by 50% when users move from reading on a full-size screen to reading on a smartphone, and they can scroll right past vital info without noticing it. Use these five techniques to make your mobile messages more effective: -Use a linear organization. In a printed document or on a larger screen, readers can easily take in multiple elements on a page, such as preview or summary boxes, tables and other supporting visuals, and sidebars with related information. Using a touch screen momentarily obscures some of the information, so the more that users have to hunt and scroll, the more likely they will miss something. To simplify reading, organize with a linear flow from the top to the bottom of the message or article. -Prioritize information. Small screens make it difficult for readers to scan the page to find the information they want most. Prioritize the information based on what you know about their needs and put that information first. Use the inverted pyramid style favored by journalists, in which you reveal the most important information briefly at first and then provide successive layers of detail that readers can consume if they want. Note that you may need to avoid using the indirect approach if your message is complicated because it'll be more difficult for readers to follow your chain of reasoning. -Write shorter and more focused messages and documents. Mobile users often lack the patience or opportunity to read lengthy messages or documents, so keep it short. In some cases this could require you to write two documents, a shorter executive summary (see page 425) for mobile use and a longer supporting document that readers can access with their PCs if they want more details. -Use shorter subject lines and headings. Mobile devices, particularly phones, can't display as many characters in a single line of text as the typical computer screen can. Depending on the app or website, email subject lines and page headings will be truncated or will wrap around to take up multiple lines. Both formats make reading more difficult. A good rule of thumb is to keep subject lines and headlines to around 25 characters. -Use shorter paragraphs. In addition to structuring a message according to discrete blocks of information, paragraphs have a visual role in written communication as well. Shorter paragraphs are less intimidating and let readers take frequent "micro rests" as they move through a document. Because far less text is displayed at once on a mobile screen, keep paragraphs as short as possible so readers don't have to swipe through screen after screen before getting to paragraph breaks.

Chapter 2 Vocabulary

Collaboration-Working together to meet complex challenges. Team-A unit of two or more people who share a mission and the responsibility for working to achieve a common goal. When teams are successful, they can improve productivity, creativity, employee involvement, and even job security. Cross Functional-pulling together people from a variety of departments who have different areas of expertise and responsibility. The diversity of opinions and experiences can lead to better decisions, but competing interests can cause tensions that highlight the need for effective communication. Problem-Solving teams(Cross Functional)-Teams that assemble to resolve specific issues and then disband when their goals have been accomplished. Task Force (Cross Functional)-A form of problem-solving teams, often with members from more than one organization. Committees-Formal teams that usually have a long life span and can become a permanent part of the organizational structure. Typically deal with regularly recurring tasks, such as an executive committee that meets monthly to plan strategies and review results. Participative management-An effort to involve employees in the company's decision making. GroupThink-Situation in which peer pressure individual team members to withhold contrary or unpopular opinions. Hidden Agenda-Private, counterproductive motives, such as a desire to take control of a group. Group Dynamics-Interactions and processes that take place among the members of a team. Norms-Informal standards of conduct that group members share and that guide member behavior. influenced by several factors: the roles team members assume, the current phase of team development, the team's success in resolving conflict, and the team's success in overcoming resistance. Self-Oriented Roles (Classified as Dysfunctional)-Unproductive team roles in which people are motivated mainly to fulfill personal needs. Examples: Controlling: Dominating others by exhibiting superiority or authority. Withdrawing: Retiring from the team either by becoming silent or by refusing to deal with a particular aspect of the team's work. Attention seeking: Calling attention to oneself and demanding recognition from others. Diverting: Focusing the team's discussion of topics of interest to the individual rather than of those relevant to the task. Team-Maintenance Roles (Classified as Functional) -Productive team roles directed toward helping everyone work well together. Examples: Encouraging: Drawing out other members by showing verbal and nonverbal support, praise, or agreement. Harmonizing: Reconciling differences among team members through mediation or by using humor to relieve tension. Compromising: Offering to yield on a point in the interest of reaching a mutually acceptable decision. Task-Oriented Roles (Classified as Functional)-Productive team roles directed toward helping a team reach its goals. Examples: Initiating: Getting the team started on a line of inquiry. Information giving or seeking: Offering (or seeking) information relevant to questions facing the team. Coordinating: Showing relationships among ideas, clarifying issues, and summarizing what the team has done. Procedure setting: Suggesting decision-making procedures that will move the team toward a goal. Content Listening-Listening to understand and retain the speaker's message. Critical Listening-Listening to understand and evaluate the meaning of the speaker's message. Empathic Listening-Listening to understand the speaker's feelings, needs, and wants, so that you can appreciate his or her point of view. Active Listening-Making a conscious effort to turn off filters and biases to truly hear and understand what someone is saying. Constructive Feedback-Critique that focuses on the process and outcomes of communication, not on the people involved. Destructive Feedback-Criticism delivered with no guidance to stimulate improvement. Content Management System-Computer systems that organize and control the content for websites and can include features that help team members work together on webpages and other documents. Wiki-Special type of website that allows anyone with access to add new material and edit existing material. Shared Workspaces-Online "virtual offices" that give everyone on a team access to the same set of resources and information. Unified Communication-A single system of communication that integrating voice and video calling, voice and video conferencing, instant messaging, real-time collaboration software, and other capabilities. Minutes-Written summary of the important information presented and the decisions made during a meeting. Nonverbal Communication-Information sent and received, both intentionally and unintentionally, without using written or spoken language. Parliamentary Procedure-A time-tested method for planning and running meetings; the best-known to this procedure is Robert's Rules Of Order. Selective Listening- Listening to only part of what a speaker is saying; ignoring the parts one doesn't agree with or find interesting. One of the most common barriers to effective listening. If your mind wanders, you may stay tuned out until you hear a word or phrase that gets your attention again. But by that time, you're unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. Virtual Meetings-Meetings that take place online rather than in person.

Developing Social Media Content (2 of 2)

Writing Social Media Content: -Choose the Best Compositional Mode for Each Message and Social Media Service: As you visit various social networks, study the types of messages that other companies post. In addition, keep on top of changes in system capability and audience expectations. -Write Informally but Not Carelessly: Write as an individual with a unique, personal voice. However, don't take this as a license to get sloppy; no one wants to slog through misspelled words and half-baked sentences to find your message. And remember that your posts may be shared and seen far beyond the people you consider your primary audience. -Write Concise, Specific, and Informative Headlines: In an environment of content snacking and info overload, headlines (or post titles, as some systems call them) are extremely important in social media. You need to grab readers quickly with the promise that you have something of value to offer. -Look for Opportunities to Include Visual Content: As Chapter 9 explains, business communication is increasingly a visual affair, and this is definitely reflected in social media. Completing Social Media Content: -Review for Quality: The amount of quality control that is appropriate for each message depends on the situation and context. Keep in mind that your company's internal social network probably archives all messages and may make them searchable by any authorized user, so don't let casual communication become careless. -Look for Opportunities to Improve Readability: Break up long paragraphs so that readers can consume the content in shorter "gulps." Add headings and subheadings to promote rapid skimming and to help readers avoid getting lost as they swipe through the material. Keep headlines and titles as short as possible. -Think Before You Post: Careless decisions on social media can have damaging consequences to companies, careers, relationships, and reputations. Remember that you share the responsibility of keeping your company's and your customers' data private and secure. (2 of 2)

Table 5.5 (2 of 3)

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Selecting Design Elements

To design effective slides, remember the six principles of effective design: consistency, contrast, balance, emphasis, convention, and simplicity. -Pay close attention to these principles as you select the design elements for your slides: -Color is a critical design element, far more than mere decoration. It grabs the viewer's attention, emphasizes important ideas, creates contrast, and isolates slide elements. Color sends a powerful nonverbal message, too, whether it's elegance, technical sophistication, fiscal prudence, or hipster trendiness. You can study this effect as you view various websites or advertisements, for instance. A palette of cool grays and blues "says" something different from a palette of warm oranges and browns, which says something different from a palette of hot pink and lime green. -Color can also play in the overall acceptance of the message. Research Shows: -Color visuals can account for 60% of an audience's acceptance or rejection of an idea. -Color can increase willingness to read by up to 80%. -Can enhance learning & improve retention by more than 75%. Selecting Color: -Limit choices to a few compatible ones, keeping in mind that some colors work better together than others. -Contrasting colors increase readability, when selecting colors for backgrounds, titles, & text, avoid choosing those that are close in hue, such as brown on green or blue on purple. -Presenting in a dark room, use dark colors such as blue for the background, a midrange of brightness for illustrations, & light colors for text. -Presenting in well-lit rooms, reverse the colors: Use light colors for the background & dark colors for text. -If there's some reason to change colors between slides, don't switch back & forth from very dark to very bright; the effect is jarring to the audience's eyes. -Artwork: Every slide has two layers or levels of visual elements: the background and foreground. The background is the equivalent of paper in a printed report and often stays the same from slide to slide, particularly with structured designs. The foreground contains the unique text and graphic elements that make up each individual slide. The background should stay in the background, not compete with the foreground. Keep in mind: -In general, the less the background does, the better. -Nancy Duarte explains, the background "should be open, spacious, and simple." -Cluttered/flashy backgrounds distract from the message. -Be careful when using the design templates that come with your software. -Many have backgrounds that are too busy or too playful for business use. -Bear in mind that a background isn't required, other than perhaps a solid color to set type & images against. Backgrounds/Foregrounds: -Background (all artwork is essentially decorative) -Foreground (artwork can be either functional or decorative) -Functional artwork (photos, technical drawings, charts, & other visual elements containing info that's part of your message) -Decorative artwork (doesn't deliver textual or numerical info, & it may or may not be helpful. Helpful if it establishes an appropriate emotional tone or amplifies the message of a slide, in part because simple, high-impact images are easier to remember than text. Usually the least important element of any slide, but it often causes the most trouble. It must add value.) -Clip art (collections of drawings you can insert in slides & other documents, is probably the biggest troublemaker of them all. can find thousands of pieces of free clip art in presentation software or online, but few of them have any info value, & many give your slides an unprofessional, cartoony appearance.) Typefaces and Type Styles: When selecting typefaces and type styles for slides, follow these guidelines: -Avoid script or decorative typefaces, except for limited, special uses. -Use serif typefaces with care and only with larger text. (San serif) -Limit the number of typefaces to one or two per slide. -When using thinner typefaces, use boldface so that letters don't disappear on screen. -Avoid most italicized type; it is usually difficult to read when projected. -Avoid all-capitalized words and phrases. -Allow extra white space between lines of text. -Be consistent with typefaces, type styles, colors, and sizes. Selecting Type Sizes: -consider the room(s) in which you'll be presenting -The farther the audience is from the screen, the larger your type must be in order to be readable from everywhere in the room. -Guy Kawasaki (investor & author) has sat through hundreds & hundreds of presentations, suggests using no type smaller than 30 points. -Doing so not only ensures readable slides but forces you to distill every idea down to its essential core, simply because you won't have space to be wordy. -After you've selected your fonts & type styles, test them for readability by viewing sample slides from your audience's viewing location. -If you don't have access to the meeting room, a clever way to test readability at your computer is to stand back as many feet from the screen as your screen size in inches (17 feet for a 17-inch screen, for example).

Compositional Modes for Digital and Social Media

You can succeed with written communication in virtually all digital media by using one of nine compositional modes: -Conversations. Messaging is a great example of a written medium that mimics spoken conversation. And just as you wouldn't read a report to someone sitting in your office, you wouldn't use conversational modes to exchange large volumes of information or to communicate with more than a few people at once. -Comments and critiques. One of the most powerful aspects of social media is the opportunity for interested parties to express opinions and provide feedback, whether by leaving comments on a blog post or reviewing products on an e-commerce site. Sharing helpful tips and insightful commentary is also a great way to build your personal brand. To be an effective commenter, focus on short chunks of information that a broad spectrum of other site visitors will find helpful. Rants, insults, jokes, and blatant self-promotion are of little benefit to others. -Orientations. The ability to help people find their way through an unfamiliar system or subject is a valuable writing skill and a talent that readers greatly appreciate. Unlike summaries (see the next item), orientations don't give away the key points in the collection of information but rather tell readers where to find those points. Writing effective orientations can be a delicate balancing act because you need to know the material well enough to guide others through it while being able to step back and view it from the inexperienced perspective of a "newbie." -Summaries. At the beginning of an article or webpage, a summary functions as a miniature version of the document, giving readers all the key points while skipping over details. At the end of an article or webpage, a summary functions as a review, reminding readers of the key points they've just read. A series of key points extracted from an article or webpage can also serve as a summary. -Reference material. One of the greatest benefits of the internet is the access it can provide to vast quantities of reference materials—numerical or textual information that people typically don't read in a linear way but rather search through to find particular data points, trends, or other details. One of the challenges is that you can't always know how readers will want to access it. Making the information accessible via search engines is an important step. Readers don't always know which search terms will yield the best results, so consider an orientation and organize the material in logical ways with clear headings that promote skimming. -Narratives. The storytelling techniques covered in Chapt 4 can be effective in a wide variety of situations. Narratives work best when they have an intriguing beginning that ignites readers' curiosity, a middle section that moves quickly through the challenges that an individual or company faced, and an inspiring or instructive ending that gives readers information they can apply in their own lives and jobs. -Teasers. Intentionally withhold key pieces of information as a way to pull readers or listeners into a story or other document. Teasers are widely used in marketing and sales messages, such as a bit of copy on the outside of an envelope that promises important information on the inside. In digital media, the space limitations and URL linking capabilities of Twitter and other microblogging systems make them a natural tool for the teaser approach. Although they can certainly be effective, teasers need to be used with respect for readers' time and information needs. Be sure that the payoff, the information a teaser links to, is valuable and legitimate. You'll quickly lose credibility if readers think they are being tricked into clicking through to information they don't really want. (Tweetables are Twitter-ready bites of information extracted from a blog post or other messages. They often serve as teasers, although a series of them can make an effective summary as well.) -Status updates and announcements. If you use social media frequently, much of your writing will involve status updates and announcements (see Figure 7.1). However, don't post trivial information that only you are likely to find interesting. Post only those updates that readers will find useful, and include only the information they need. -Tutorials. Given the community nature of social media, the purpose of many messages is to share how-to advice. Becoming known as a reliable expert is a great way to build customer loyalty for your company while enhancing your own personal value. -As you approach a new communication task using digital media, ask yourself what kind of information audience members are likely to need, then choose the appropriate compositional mode. Of course, many of these modes are also used in written media, but over time, you may find yourself using all of them in various digital and social media contexts. Even with the widespread use of digital media, printed memos and letters still play an important role in business communication.

Understanding Why Listening is Such a Complex Process

•The Unique Challenges of Listening •Choices and Behaviors that Affect Listening Quality •Fact, some 80% of top executives say listening is the most important skill needed to get things done in the workplace. Today's younger employees place a high premium on being heard, so listening is becoming even more vital for managers. •Follow these steps the listen: •Receiving-Start by physically hearing the message and acknowledging it. Physical reception can be blocked by noise, impaired hearing, or inattention. Some experts also include nonverbal messages as part of this stage because these factors influence the listening process as well. •Decoding-Next step is to assign meaning to the words and phrases, which you do according to your own values, beliefs, ideas, expectations, roles, needs, and personal history. Decoding is also influenced by the circumstances, the speaker's tone, facial gestures, and other nonverbal signals. •Remembering-Before you can act on the information, you need to store it for future processing. Incoming messages must first be captured in short-term memory before being transferred to long-term memory for more permanent storage. •Evaluating. The next step is to evaluate the message by applying critical thinking skills to separate fact from opinion and evaluate the quality of the evidence. •Responding. After you've evaluated the speaker's message, you react. If you're communicating one-on-one or in a small group, the initial response generally takes the form of verbal feedback. If you're one of many in an audience, your initial response may take the form of applause, laughter, or silence. Later, you may act on what you have heard. •Fact is:People typically listen at no better than a 25% efficiency rate, remember only about half of what's said during a 10-minute conversation, and forget half of that within 48 hours. Furthermore, when questioned about material they've just heard, they're likely to get the facts mixed up. The primary goal of content listening is to understand and retain the information in the speaker's message. Because you're not evaluating the information at this point, it doesn't matter whether you agree or disagree, approve or disapprove—only that you understand. Try to overlook the speaker's style and any limitations in the presentation; just focus on the information. The goal of critical listening is to understand and evaluate the meaning of the speaker's message on several levels: the logic of the argument, the strength of the evidence, the validity of the conclusions, the implications of the message, the speaker's intentions and motives, and the omission of any important or relevant points. If you're skeptical, ask questions to explore the speaker's point of view and credibility. Be on the lookout for bias that could color the way the information is presented, and be careful to separate opinions from facts. The goal of empathic listening is to understand the speaker's feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening with empathy, you help the individual vent the emotions that prevent a calm, clear-headed approach to the subject. No matter what mode they are using at any given time, effective listeners try to engage in active listening, making a conscious effort to turn off their own filters and biases to truly hear and understand what the other party is saying. They ask questions to verify key points and encourage the speaker through positive body language.

Writing Clearly (1 of 2)

-Writing clearly is always important, of course, but it is essential when you are writing to people whose first language is not English. Follow these recommendations to make sure your message can be understood. Clarity and simplicity are essential when writing to or speaking with people who don't share your native language. -Choose words carefully. Use precise words that don't have the potential to confuse with multiple meanings. For instance, the word right has several dozen different meanings and usages, so look for a synonym that conveys the specific meaning you intend, such as correct, appropriate, desirable, moral, authentic, or privilege. -Be brief. Use simple sentences and short paragraphs, breaking info into smaller chunks that are easier for readers to process. -Use plenty of transitions. Help readers follow your train of thought by using transitional words and phrases. For example, tie related points together with expressions such as in addition and first, second, and third. -Address international correspondence properly. The format and layout of business documents vary from country to country. In addition, many organizations develop their own variations of standard styles, adapting documents to the types of messages they send and the kinds of audiences they communicate with. The formats described here are the most common approaches used in U.S. business correspondence, but be sure to follow whatever practices are expected at your company. Your audience's first impression of a document comes from the quality of its paper, the way it is customized, and its general appearance. Weight. Paper quality is judged by the weight of four reams (each a 500-sheet package) of letter-size paper. The weight most commonly used by U.S. business organizations is 20-pound paper, but 16- and 24-pound versions are also used. Cotton content. Paper quality is also judged by the percentage of cotton in the paper. Cotton doesn't yellow over time the way wood pulp does, plus it's both strong and soft. For letters and outside reports, use paper with a 25% cotton content. For memos and other internal documents, you can use a lighter-weight paper with lower cotton content. Airmail-weight paper may save money for international correspondence, but make sure it isn't too flimsy. Size. In the U.S, the standard paper size for business documents is 8½ by 11 inches. Standard legal documents are 8½ by 14 inches. Executives sometimes have heavier 7-by-10-inch paper on hand (with matching envelopes) for personal messages such as congratulations. They may also have a box of note cards imprinted with their initials and a box of plain folded notes for condolences or for acknowledging formal invitations. Color. White is the standard color for business purposes, although neutral colors such as gray and ivory are sometimes used. Memos can be produced on pastel-colored paper to distinguish them from external correspondence. In addition, memos are sometimes produced on various colors of paper for routing to separate departments. Light-colored papers are appropriate, but bright or dark colors make reading difficult and may seem too frivolous.

Recognizing Variations in a Diverse World

•L O 3.3 Explain the importance of recognizing cultural variations, and list eight key dimensions of cultural diversity. -You can begin to learn how people in other cultures want to be treated by recognizing and accommodating eight main types of cultural differences: contextual, legal and ethical, social, nonverbal, age, gender, religious, and ability.

Figure 8.3

Info on figure: -This tweet answers a follower's question about how to send materials to the company. -This tweet promotes the company's products in an unobtrusive way ("time to upgrade"). -This tweet takes advantage of Twitter's URL-embedding capability to provide readers with additional information.

Table 6.2 (2 of 3)

(2 of 3)

The Spectrum of Contemporary Communication Technology part 1

•Social and Workgroup Communication Systems •Mobile Communication •Intelligent Communication Technology •Redefine the Office-These technologies are also redefining the very nature of some companies, as they replace traditional hierarchies with highly adaptable, virtual networks. •Web-based meetings-team members from all over the world to interact in real time. Meetings can be recorded for later. Various systems support instant messaging, video, collaborative editing tools, and more. •Videoconferencing & Telepresence- Videoconferencing provides many of the benefits of in-person meetings at a fraction of the cost. Advanced systems feature telepresence, in which the video images of meeting participants are life-sized and extremely realistic. •Shared Online Workspaces- Online workspaces help teams work productively, even if they're on the move or in different locations. In addition to providing controlled access to shared files and other digital resources, some systems include such features as project management tools and real-time document sharing (letting two or more team members view and edit a document on screen at the same time). •Voice Technologies- Speech recognition (converting human speech to computer commands) & speech synthesis (converting computer commands to human speech) can enhance communication in many ways, including simplifying mobile computing, assisting workers who are unwilling or unable to use keyboards, & allowing "one-sided" conversations with info systems. Speech analytics software can evaluate conversations to improve customer service & other interactions. Mobile VoIP lets people make voice calls on WiFi networks to save connection & roaming charges. •Mobile Business Apps- As the range of business software applications on smartphones and tablet computers continues to expand, almost anything that can be accomplished on a regular computer can be done on a mobile device (although not always as efficiently or with the same feature sets). •Collaborating and Sharing Information- The need to work with and share info quickly and easily is a constant in business. A wide variety of tools have been developed to facilitate collaboration and sharing, from general purpose systems such as instant messaging to more specialized capabilities such as data visualization. •Instant Messaging (IM)- one of the most widely used digital communication tools in the business world, replacing many conversations and exchanges that once took place via email or phone calls. Enterprise IM systems are similar to consumer IM systems in many respects but have additional security and collaboration features. Group messaging systems add file sharing and info-management tools to help teams work more efficiently. •Wikis- promote collaboration by simplifying the process of creating and editing online content. Anyone with access (some wikis are private; some are public) can add and modify pages as new info becomes available.

Legal Ramifications of Marketing and Sales Efforts & Maintaining Etiquette

For all marketing and sales efforts, pay close attention to the following legal considerations: -Marketing and sales messages must be truthful and non-deceptive. The FTC considers messages to be deceptive if they include statements that are likely to mislead reasonable customers and those statements are an important part of the purchasing decision. Failing to include important information is also considered deceptive. The FTC also looks at implied claims—claims you don't explicitly make but that can be inferred from what you do or don't say. -You must back up your claims with evidence. According to the FTC, offering a money-back guarantee or providing letters from satisfied customers is not enough; you must still be able to support claims for your product with objective evidence such as a survey or scientific study. If you claim that your food product lowers cholesterol, you must have scientific evidence to support that claim. -"Bait-and-switch" advertising is illegal. Trying to attract buyers by advertising a product that you don't intend to sell—and then trying to sell them another (and usually more expensive) product—is illegal. -Marketing messages and websites aimed at children are subject to special rules. For example, online marketers must obtain consent from parents before collecting personal information about children under age 13. -Marketing and sales messages are considered binding contracts in many states. If you imply or make an offer and then can't fulfill your end of the bargain, you can be sued for breach of contract. -In most cases you can't use a person's name, photograph, or other identity without permission. Doing so is considered an invasion of privacy. You can use images of people considered to be public figures as long as you don't unfairly imply that they endorse your message. -Product Champions and Influences Have Responsibilities (Not listed in the textbook) -Audience-Centered Approach -Use Technology to Demonstrate -Sensitivity to User Needs -Opt-In Email Newsletters -Meeting your ethical and legal obligations will go a long way toward maintaining good communication etiquette. However, you may still face etiquette decisions within ethical and legal boundaries. For instance, you can produce a marketing campaign that complies with all applicable laws and yet is offensive or insulting to your audience. Taking an audience-centered approach, in which you show respect for your readers and their values, should help you avoid any such etiquette missteps. -Technology also gives communicators new ways to demonstrate sensitivity to user needs and gives audiences more control over which messages they receive. By liking a company's Facebook page, for instance, people choose to see posts from that company in their timelines. Opt-in email newsletters are another technology that shows the "you" attitude at work. Unlike the unwelcome spam messages that litter email inboxes these days, opt-in messages are sent only to those people who have specifically requested information.

Six Types of Detail (2 of 2)

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Business Communication Uses of Social Networks

Here are some of the key applications of social networks for internal and external business communication: Integrating company workforces: -Just as public networks can bring friends and families together. -internal social networks can help companies grow closer. -helping new employees navigate the organization by finding experts, mentors, and other important contacts. -encouraging workforces to jell after reorganizations or mergers. -overcoming structural barriers in communication channels. -bypassing the formal communication system to deliver info where needed in a timely fashion. Fostering collaboration: -can play a major role in collaboration by identifying the best people inside the company and at other companies to collaborate on projects. -finding pockets of knowledge and expertise within the organization. -giving meeting or seminar participants a way to meet before an event takes place and to maintain relationships after events. -accelerating the development of teams by helping team members get to know one another and identify individual areas of expertise. -sharing info throughout the organization. Socializing brands and companies: -According to one survey of company executives, socialization now accounts for more than half of a company's or brand's global reputation. -Brand socialization -The game and doll maker Mattel engages its Twitter followers by answering product questions, reposting fan videos, and acknowledging enthusiastic praise from customers. Understanding target markets: -Smart companies are listening to social media. -When asked about the value of having millions of Facebook fans, Coca-Cola's CEO Muhtar Kent replied, "The value is you can talk with them. They tell you things that are important for your business and brands." -In addition, a number of tools now exist to gather market intelligence from social media more or less automatically. -For example, sentiment analysis and reputation analysis tools use advanced language-analysis algorithms to assess the reputations of companies and individuals, measure the emotional quality of online conversations, identify outrage "hot spots" on social media, and uncover trending topics of interest. Recruiting employees and business partners: -Used to find potential employees, short-term contractors, subject-matter experts, product and service suppliers, and business partners. -A key advantage here is that these introductions are made via trusted connections in a professional network. -On LinkedIn, for example, members can recommend each other based on current or past business relationships, which helps remove the uncertainty of initiating business relationships with strangers. Connecting with sales prospects: -Salespeople on networks such as LinkedIn can use their network connections to identify potential buyers and then ask for introductions through those shared connections. -Sales networking can reduce cold calling, telephoning potential customers out of the blue—a practice that few people on either end of the conversation find pleasant. Supporting customers: -Customer service is another fundamental area of business communication that's been revolutionized by social media. -Social customer service involves using social networks and other social media tools to give customers a more convenient way to get help from the company and to help each other. Crowdspeaking: -Companies, nonprofits, musicians, authors, and others can use crowdspeaking to "boost a signal." -Crowdspeaking services such as Thunderclap and HeadTalker work in much the same manner as Kickstarter and other crowdfunding sites. -Someone with a message to spread sets a campaign goal, such as recruiting 100 supporters to help share the message. -If that goal is reached, the message is "triggered" and automatically sent to all the followers in all those supporters' social networks. -By taking advantage of the social reach of their supporters, communicators can reach hundreds or thousands of times as many people as they could on their own. Pg 208

Type Together

-Font & typeface are often used interchangeably, although strictly speaking, a font is a set of characters that use a given typeface design. -Typefaces can influence a written message's success. -Type design-contribute or detract in 2 major ways: readability & personality -Readability:If people can't accurately read the words on the page or screen, they won't interpret a message as intended. -Personality: If a typeface is legible but difficult to read for more than a few words, people will tend to give up & never finish reading the document. Is more subtle but also important because the "look and feel" of a typeface sends a nonverbal message along with the verbal (written) message. Nonverbal messages-serious & formal to casual & even playful. -You can see from studying a variety of typefaces, personality needs to be balanced with readability; some typefaces with "strong" personalities can be difficult to read.) -Personality is so important that some companies commission their own custom typefaces that become integral elements of their overall brand presence. -Type design has been an active art form for hundreds of years, & many contemporary designs are the result of efforts to adapt classic designs to contemporary uses. -For some designs, this modernization is an effort to improve a typeface's readability or update its visual presence. -For others modernization has a more technical aspect, creating typefaces that work more successfully with digital print or display technologies. -Example: Georgia typeface was created in the 1990s primarily as a solution for that era's lower-resolution computer screens, although thanks to its attractive readability it's still a popular choice today. -Type design remains a vibrant artistic profession, with new designs appearing all the time. -Veronika Burian & José Scaglione: among the latest generation of designers lending their talents to the ageless challenge of balancing readability & personality. Created Type Together (type foundry) based in Czech Republic (Prague). -Type Together: Specializes in editorial typefaces, those used for long blocks of text such as in newspapers & books. (As a nod to the days when all typefaces were made from metal, type design studios are still referred to as foundries.) -Burian & Scaglione:focus on the challenge of making type that's highly readable while offering fresh new personalities & meeting the technical demands of contemporary digital publishing. Achieved international recognition for their designs & their contribution to the art of type design through workshops, teaching, and publications. Commissioned work has ranged from customizing e-reader type for Apple's iBooks to creating a font that Levi's could use in multiple languages for a global ad campaign. -Audiences:responses to your messages and documents depend more than they might imagine on the efforts of type designers such as Burian & Scaglione—& on your skill in using their designs.

Factors to Consider When Choosing Media and Channels

-Richness. Richness is a medium's ability to (1) convey a message through more than one informational cue (visual, verbal, vocal), (2) facilitate feedback, and (3) establish personal focus. Face-to-face communication is a rich medium because it delivers information both verbally and nonverbally, it allows immediate feedback through both verbal and nonverbal responses, and it has the potential to be intimate and personal, at least in one-on-one and small-group settings. In contrast, lean media are limited in one or more of these three aspects. For example, texting and IM allow rapid feedback and can easily be personalized. However, they usually deliver information through only one informational cue (words), which can lead to misinterpretation. Emoticons (see page 188), which attempt to add emotional nuances that might otherwise be conveyed through visual means such as facial expressions, are a response to the one-dimensional leanness of text-only messages. In general, use richer media to send nonroutine or complex messages, to humanize your presence throughout the organization, to communicate caring to employees, and to gain employee commitment to company goals. Use leaner media to send routine messages or to transfer information that doesn't require significant explanation. -Formality. Your media choice is a nonverbal signal that affects the style and tone of your message. For example, a printed memo or letter is likely to be perceived as a more formal gesture than an IM or email message. -Media and channel limitations. Every medium and channel has limitations. For instance, IM is perfect for communicating simple, straightforward messages between two people, but it is less effective for complex messages or conversations that involve three or more people. -Urgency. Some media establish a connection with the audience faster than others, so choose wisely if your message is urgent. However, be sure to respect audience members' time and workloads. If a message isn't urgent and doesn't require immediate feedback, choose a medium such as email or blogging that allows people to respond at their convenience. -Cost. Cost is both a real financial factor and a perceived nonverbal signal. For example, depending on the context, extravagant (and expensive) video or multimedia presentations can send a nonverbal signal of sophistication and professionalism—or careless disregard for company budgets. -Audience preferences. If you know that your audience prefers a particular media and channel combination, use that format if it works well for the message and the situation. Otherwise you risk annoying the audience or having your message missed or ignored. -Security and privacy. Your company may have restrictions on the media and channels that can be used for certain types of messages, but even if it doesn't, think carefully whenever your messages include sensitive information. Never assume that your email, IM, and other digital communications are private. Many companies monitor these channels, and there is always the risk that networks could get hacked or that messages will be forwarded beyond their original recipients. Summary-Media vary widely in terms of richness, which encompasses the number of information cues, feedback mechanisms, and opportunities for personalization. Many types of media/channel combinations offer instantaneous delivery, but take care not to interrupt people unnecessarily (for example, with IM or phone calls) if you don't need an immediate answer. Remember that media and channel choices can also send a nonverbal signal regarding costs; make sure your choices are financially appropriate. When choosing media and channels, don't forget to consider your audience's expectations and preferences.

Presentation Close

-The close of a speech or presentation has two critical jobs to accomplish: making sure your listeners leave with the key points from your talk clear in their minds and putting your audience in the appropriate emotional state. For example, if the purpose of your presentation is to warn managers that their out-of-control spending threatens the company's survival, you want them to leave with that message ringing in their ears—and with enough concern for the problem to stimulate changes in their behavior. Restating Your Main Points: Use the close to succinctly restate your main points, emphasizing what you want your listeners to do or to think. By summarizing the key ideas, you improve the chance that your audience will leave with your message clearly in mind. Example: -To close a presentation on your company's exec compensation program, you could repeat your specific recommendations and then conclude with a memorable statement to motivate your audience to take action: We can all be proud of the way our company has grown. However, if we want to continue that growth, we need to take four steps to ensure that our best people don't start looking for opportunities elsewhere: -First, increase the overall level of compensation -Second, establish a cash bonus program -Third, offer a variety of stock-based incentives -Fourth, improve our health insurance and pension benefits -By taking these steps, we can ensure that our company retains the management talent it needs to face our industry's largest competitors. Ending with Clarity and Confidence: If you've been successful with the introduction and body of your presentation, your listeners have the information they need and are in the right frame of mind to put that information to good use. Now you're ready to end on a strong note that confirms expectations about any actions or decisions that will follow the presentation—and to bolster the audience's confidence in you and your message one final time. -Some presentations require the audience to reach a decision or agree to take specific action, in which case the close provides a clear wrap-up. If the audience agrees on an issue covered in the presentation, briefly review the consensus. If they don't agree, make the lack of consensus clear by saying something like, "We seem to have some fundamental disagreement on this question." Then be ready to suggest a method of resolving the differences. -If you expect any action to occur as a result of your speech, be sure to explain who is responsible for doing what. List the action items and, if possible within the time available, establish due dates and assign responsibility for each task. -Make sure your final remarks are memorable and expressed in a tone that is appropriate to the situation. If your presentation is a persuasive request for project funding, you might emphasize the importance of this project and your team's ability to complete it on schedule and within budget. Expressing confident optimism sends the message that you believe in your ability to perform. Conversely, if your purpose is to alert the audience to a problem or risk, false optimism undermines your message. -Whatever final message is appropriate, think through your closing remarks carefully before stepping in front of the audience. You don't want to wind up on stage with nothing to say but "Well, I guess that's it." -Providing a clear wrap-up

Organize Your Résumé Around Your Strengths

-Typical Résumé Formats (Chronological, Functional, Combination) -Although there are a number of ways to organize a résumé, most are some variation of chronological, functional, or a combination of the two. The right choice depends on your background and your goals.

Compose Your Résumé 2 of 3

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Compose Your Résumé 3 of 3

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Polishing Your Interview Style

Build Your Competence and Confidence: -Stage and Record Mock Interviews -Look For Opportunities to Improve -Observe Your Nonverbal Behavior -Improve Speaking Voice -Competence and confidence are the foundation of your interviewing style, and you can enhance them by giving the interviewer an impression of poise, good manners, and good judgment. You can develop a smooth style by staging mock interviews with a friend or using an interview simulator on your phone or tablet (see Figure 19.5). Record these mock interviews so you can evaluate yourself. Your college's career center may have computer-based systems for practicing interviews as well. -After each practice session, look for opportunities to improve. Have your mock interview partner critique your performance, or critique yourself if you're able to record your practice interviews, using the list of warning signs shown in Table 19.5. Pay close attention to the length of your planned answers as well. Interviewers want you to give complete answers, but they don't want you to take up valuable time or test their patience by chatting about minor or irrelevant details. -In addition to reviewing your answers, evaluate your nonverbal behavior, including your posture, eye contact, facial expressions, and hand gestures and movements. Do you come across as alert and upbeat or passive and withdrawn? Pay close attention to your speaking voice as well. If you tend to speak in a monotone, for instance, practice speaking in a livelier style, with more inflection and emphasis. And watch out for "filler words" such as uh and um. Many people start sentences with a filler without being conscious of doing so. Train yourself to pause silently for a moment instead as you gather your thoughts and plan what to say. -Table 19.5 "Warning Signs: 25 Attributes Interviewers Don't Like to See": 1.Poor personal appearance. 2.Overbearing, overaggressive, or conceited demeanor; a "superiority complex"; a know-it-all attitude. 3.Inability to express ideas clearly; poor voice, diction, or grammar. 4.Lack of knowledge or experience. 5.Poor preparation for the interview. 6.Lack of interest in the job. 7.Lack of planning for career; lack of purpose or goals. 8.Lack of enthusiasm; passive and indifferent demeanor. 9.Lack of confidence and poise; appearance of being nervous and ill at ease. 10.Insufficient evidence of achievement. 11.Failure to participate in extracurricular activities. 12.Overemphasis on money; interest only in the best offer. 13.Poor scholastic record. 14.Unwillingness to start at the bottom; expecting too much too soon. 15.Tendency to make excuses. 16.Evasive answers; hedging on unfavorable factors in record. 17.Lack of tact. 18.Lack of maturity. 19.Lack of courtesy and common sense, including answering mobile phones, texting, or chewing gum during the interview. 20.Being critical of past or present employers. 21.Lack of social skills. 22.Marked dislike for schoolwork. 23.Lack of vitality. 24.Failure to look interviewer in the eye. 25.Limp, weak handshake.

Learning About the Organization and Your Interviewers

Employers expect serious candidates to demonstrate an understanding of the company's operations, its markets, and its strategic and tactical challenges. You've already done some initial research to identify companies of interest, but when you're invited to an interview, it's time to dig a little deeper (see Table 19.2). Making this effort demonstrates your interest in the company, and it identifies you as a business professional who knows the importance of investigation and analysis. (Table 19.2 "Investigating an Organization and a Job Opportunity") Where to Look and What You Can Learn: -Company website, blogs, and social media accounts: Overall information about the company, including key executives, products and services, locations and divisions, employee benefits, job descriptions. -Competitors' websites, blogs, and social media accounts: Similar information from competitors, including the strengths these companies claim to have. -Industry-related websites and blogs: Objective analysis and criticism of the company, its products, its reputation, and its management. -Marketing materials (print and online): The company's marketing strategy and customer communication style. -Company publications (print and online): Key events, stories about employees, new products. -Your social network contacts: Names and job titles of potential contacts within a company. -Periodicals (newspapers and trade journals, both print and online): In-depth stories about the company and its strategies, products, successes, and failures; you may find profiles of top executives. -Career center at your college: Often provides a wide array of information about companies that hire graduates. -Current and former employees: Insights into the work environment. Points to Learn About the Organization: -Full name. -Location (headquarters and divisions, branches, subsidiaries, or other units). -Ownership (public or private; whether it is owned by another company). -Brief history. -Products and services. -Industry position (whether the company is a leader or a minor player; whether it is an innovator or more of a follower). -Key financial points (such as stock price and trends, if a public company). -Growth prospects (whether the company is investing in its future through research and development; whether it is in a thriving industry). Points to learn about the position: -Title. -Functions and responsibilities. -Qualifications and expectations. -Possible career paths. -Salary range. -Travel expectations and opportunities. -Relocation expectations and opportunities. -In addition to learning about the company and the job opening, try to find out as much as you can about the managers who will be interviewing you, if you can get their names. Search LinkedIn in particular. It's also perfectly acceptable to ask your contact at the company for the names and titles of the people who will be interviewing you. Whatever information you can find, think about ways to use it during your interview. -For example, if an interviewer lists membership in a particular professional organization, you might ask whether the organization is a good forum for people to learn about vital issues in the profession or industry. This question gives the interviewer an opportunity to talk about his or her own interests and experiences for a moment, which builds rapport and might reveal vital insights into the career path you are considering. Just make sure your questions are sincere and not uncomfortably personal.

Interview Media & What Employers Look for in an Interview

Expect to use a variety of media when you interview, from in-person conversations to virtual meetings. Treat a telephone interview as seriously as you would an in-person interview. Prepare for a telephone interview: -Have a copy of all the materials you've sent to the employer (resume, application letter, etc). -Make note cards with key message points you wanna make & with questions to ask. -Remember you won't have non-verbal signals to help make a good impression. -Keep your tone positive & alert. When interviewing via email or IM, be sure to take a moment to review your responses before sending them. Prepare for Email & IM Interviews: -Used in the screening stage. -Almost no chance to send & receive non-verbal signals. -Advantage of reviewing & editing each response. -Maintain professionalism in responses. -Ask questions to show your knowledge of both the company & position. In a video interview, speak to the camera as though you are addressing the interviewer in person. Prepare for Video Interviews: -Used by many for both live & recorded interviews. -Zappos (online retailer) used Skype to select 2 or 3 finalists for each position & invite them for in-person interviews. -Mobile apps are also used by recruiters for interviews. -Recorded (video) interviews, an online system asks a set of questions, recording the responses. -Recruiters then watch them as part of the screening process. -Treat it like an in-person interview (grooming to dressing). -Familiarize yourself with both the equipment & process. -If at home, arrange your space so that the webcam doesn't pick up anything distracting or embarrassing in the background. -Sit up straight & focus on the camera. Online interviews can range from simple structured questionnaires and tests to sophisticated job simulations that are similar to working interviews. Prepare for Online Interview: -Simulations help identify good candidates. -Give applicant an idea of what the job is like. -Reduce risk of employment discrimination lawsuits (mimic actual job skills). Interviews give employers the chance to go beyond the basic data of your résumé to get to know you and to answer two essential questions. The first is whether you can handle the responsibilities of the position. Naturally, the more you know about the demands of the position, and the more you've thought about how your skills match those demands, the better you'll be able to respond. The second essential question is whether you will be a good fit with the organization and the target position. All good employers want people who are confident, dedicated, positive, curious, courteous, ethical, and willing to commit to something larger than their own individual goals. Companies also look for fit with their individual cultures. Just like people, companies have different "personalities." Some are intense; others are more laid back. Some emphasize teamwork; others expect employees to forge their own way and even to compete with one another. Expectations also vary from job to job within a company and from industry to industry. An outgoing personality is essential for sales but less so for research, for instance. Suitability for a specific job based on: -Academic preparation -Work experience -Job-related personality traits Compatibility with an organizational culture and a position is judged on such factors as personal background, attitudes, and communication style. Summary: Suitability: -Handle Responsibilities -Skills Match Good Fit with Organization, Team, and Position: -Soft Skills - confident, dedicated, positive, team-player, leadership abilities. -Fit with Company Culture

Speaking and Listening Clearly

•Adjust content and style •Be mindful of communication medium and circumstances •Be aware of nonverbal communication styles and cultural norms •Speak slowly and clearly without being condescending •Ask for feedback and rephrase as necessary •Confirm for agreement •In intercultural communication, listen to what is said prior to reacting or judging. -Languages vary considerably in the significance of tone, pitch, speed, and volume, which can create challenges for people trying to interpret the explicit meaning of words themselves as well as the overall nuance of a message. The English word progress can be a noun or a verb, depending on which syllable you emphasize. In Chinese the meaning of the word mà changes depending on the speaker's tone; it can mean mother, pileup, horse, or scold. And routine Arabic speech can sound excited or angry to an English-speaking U.S. listener. -To ensure successful conversations between parties who speak different native languages or even regional variations of the same language, speakers and listeners alike need to make accommodations. Speakers should adjust the content of their messages and the style of their delivery to accommodate the needs of their listeners and the circumstances of the conversation. For example, if you are speaking in person or over an electronic connection that includes a video component, you can use hand gestures and other nonverbal signals to clarify your spoken message. When you don't have a visual connection, however, you must take extra care to convey your meaning through words and vocal characteristics alone. Conversely, listeners need to be tolerant of accents, vocabulary choices, gestures, and other factors that might distract them from hearing the meaning of a speaker's message. -For instance, speakers from the U.S sometimes string together multiple words into a single, mystifying pseudoword, such as turning "Did you eat yet?" into "Jeetyet?" In spoken French, many word pairs are joined as a matter of rule, and the pronunciation can change depending on which words are next to one another. In these instances, nonnative French speakers can have a hard time telling when one word ends and the next one begins. -To be more effective in intercultural conversations, speak slowly and clearly, but avoid talking down to the other person by over-enunciating words or oversimplifying sentences. Don't rephrase until it's obviously necessary, because immediately rephrasing something you've just said doubles the translation workload for the listener. As the conversation progresses, look for and ask for feedback to make sure your message is getting through. At the end of the conversation, double-check to make sure you and the listener agree on what has been said and decided. As a listener, you'll need some practice to get a sense of vocal patterns. The key is simply to accept what you hear, without jumping to conclusions about meaning or motivation. -Let other people finish what they have to say. If you interrupt, you may miss something important. You'll also show a lack of respect. If you do not understand a comment, ask the person to repeat it. Any momentary awkwardness you might feel in asking for extra help is less important than the risk of unsuccessful communication.

Communicating effectively in teams

•L O 2.1 Describe the characteristics of effective teams, outline five steps for resolving team conflict, and offer advice on working in virtual teams. •Cemex-Mexican company Cemex is one of the world's largest producers of concrete & its two primary components, cement & aggregates (crushed stone, sand, & gravel). Has teamwork challenges on a global scale, with 44,000 employees in more than 50 countries. After period of worldwide expansion beginning in the 1990s, the century-old company now operates quarries, cement plants, & other facilities on every continent except Antarctica. •Success-1st, architects & builders continue to push the envelope by creating designs that require concrete with new performance & handling qualities. 2nd, Cemex's ability to operate profitably depends on running efficient operations, from raw material extraction to processing to transportation. 3rd, the production & distribution of concrete-related products have significant environmental impacts, including the acquisition & consumption of heating fuels required by high-temp cement kilns. •Staying competitive & profitable & to minimize the environmental effects of its operations, knew it needed to accelerate the pace of innovation. •Response-comprehensive online collaboration platform called Shift, which combines social networking, wikis, blogs, a Twitter-like microblogging system, social bookmarking, videoconferencing, a trend-spotting tool called Shift Radar, & more. Custom mobile app lets employees access the system wherever their work takes them. Many companies that've implemented social platforms struggle to get employees to change ingrained behaviors & use the new tools. By getting top-level executives on board early, Cemex achieved nearly universal adoption, with 95% of employees using Shift & forming more than 500 online communities based on technical specialties & shared interests. •Payoffs- launching a new global brand of ready-mix concrete in one-third the expected time, nearly tripling the company's use of renewable energy, and reducing carbon dioxide emissions by almost 2 million metric tons. •Finally- Shift has lived up to its name by shifting the entrenched hierarchical culture of a large, old-school company to a more agile and responsive social business that is better prepared to face the future in its highly competitive markets. As Gilberto Garcia, Cemex's innovation director, puts it, social collaboration "can make a big company look like a small company" by connecting people and ensuring the free exchange of ideas. •Task forces & Problem-solving teams- are often cross-functional, pulling together people from a variety of departments who have different areas of expertise & responsibility. The diversity of opinions & experiences can lead to better decisions, but competing interests can cause tensions that highlight the need for effective communication. •Committees-typically deal with regularly recurring tasks, such as an executive committee that meets monthly to plan strategies and review results. •Successful (teams)-can improve productivity, creativity, employee involvement, and even job security. Collaboration—working together to solve complex problems—is an essential skill for workers in nearly every profession.

Table 12.1 (3 of 3)

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Defining Your Purpose

-All business messages have a general purpose: to inform, to persuade, or to collaborate with the audience. This purpose helps define the overall approach you'll need to take, from gathering information to organizing your message. Within the scope of its general purpose, each message also has a specific purpose, which identifies what you hope to accomplish with your message and what your audience should do or think after receiving your message. For instance, is your goal simply to update your audience about some upcoming event, or do you want people to take immediate action? State your specific purpose as precisely as possible, even to the point of identifying which audience members should respond, how they should respond, and when.

Emphasizing the Positive (3 of 3)

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Red Ants pants

Background: -Sarah Calhoun working in adopted home state Montana. -Clearing trails & peeling logs destroying her not rugged clothes. -Switched to men's work pants that were strong, but didn't fit. Birth of Red Ants Pants: -Its focus, providing hardwearing pants for hard working women, meeting the needs of customers whose work makes clothing a matter of practical utility & even on-the-job safety. -Products are made from tough, heavy cloth & in both "straight" & "curvy" styles to provide a better fit for more women. -Products come in two or three times as many waist/inseam combos as typical pants, greatly increasing the chance that every woman will find exactly the size she needs. Inspiration for company name: -She talked with a biologist & learned that, in red ant colonies, females do most of the work. -Salute to hardworking women everywhere. Operations & stuff: -Company running out of the tiny town of White Sulphur Springs, Montana. -From the beginning Calhoun used size & independence to her advantage, making choices that fit her personal values & the needs of her customers. (Example: unlike with most clothing brands, she chose to keep production in the US, vs offshoring in pursuit of the lowest possible costs.) Small business vs Corporate competitors: -The spirit of independence extends to her customer communication efforts. Shown through: Greater flexibility that small companies often have vs their larger, "more corporate" competitors. The need to exercise creative brain power over brute-force budget power. -Calhoun's communication style, is more fun & more daring than a typical corporation would attempt. (Example: it seems to resonate with buyers.) Marketing: -Not significant marketing budget, Calhoun looks for low-cost, high-visibility ways to reach customers. -Her most unusual is hitting the highway with her sales manager in an ant-decorated Airstream travel trailer on trips they call the "Tour de Pants." -Through visiting customers in their homes & hearing stories about women working in what are often male-dominated professions Sarah gains marketing research insights. "Tour de Pants": -Invite women to stage in-home gatherings, much like old-school Tupperware parties. Calhoun's ambitions: -So far has been sponsoring the Red Ants Pants Music Festival, which has attracted such major American artists as Lyle Lovett & Guy Clark. -All profits go to the Red Ants Pants Foundation, which she started to "support family farms and ranches, women in business, & rural initiatives." Finally: -All because of her combo of meeting customer needs with quality products & creative marketing effort. -Red Ants Pants now has customers all across the country & around the world, from Europe to Australia, & even women working the research stations in Antarctica.

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Warby Parker (www.warbyparker.com) pg 388

Italian company Luxottica Group: -Controls much of the worldwide market for eyeglasses. -Owns well-known brands (Ray-Ban & Oakley). -Manufactures glasses for a host of high-fashion labels (Dolce & Gabbana to Versace). -Operates more than 7,000 retail stores (LensCrafters & Sunglass Hut). -Ever bought prescription glasses or sunglasses, chances are you've done business with Luxottica in some form. -Has some 80% of the global market for glasses. -Much of the remaining 20% of the market belongs to Costco & Walmart (competing on cost more than fashion). Neil Blumenthal & David Gilboa: -Believed an opportunity existed for a company to compete on fashion and price. -With their classmates from University of Pennsylvania Andrew Hunt & Jeffrey Raider, crafted a business model that combines fashion-forward designs & a brand image that appeals to younger consumers with the operational efficiency of online commerce. -Echoing their unconventional aspirations, named the company Warby Parker after two characters from the works of the Beat Generation writer Jack Kerouac. Warby Parker's communication efforts: -Quest to connect with buyers in a market dominated by a handful of major corporations gives Warby Parker's communication efforts a different look and feel. -Won't find supermodels posing on yachts in their promotional campaigns. -More likely to find a blog post about what company employees are reading or a wistful goodbye note to a summer intern heading back to high school. Company reports: -Their "annual reports" are a great example of how unconventional thinking can lead to communications that connect with audiences in fresh ways. -In the US companies that sell stock to the public are required to issue annual reports that disclose a variety of financial details. -Most companies expand on these minimum requirements with glossy, persuasive messages about their operations, products, and prospects. -Since Warby Parker is a privately held company, they aren't required to publish an annual report, but it does so anyway—sort of. -One year, the report was an online calendar of major, minor, and just plain goofy things that happened around the company, from product launches to a survey about how many pairs of pants employees wear in a typical month. -The following year, it was an interactive message generator that created personalized reports for website visitors based on how good or bad their year had been. Finally: -Warby Parker fits the transparent, social, and conversational style of today's younger consumers. -As a different company, one more in touch with those customers and their needs and aspirations. -Warby Parker already carved out a nice chunk of the eyewear market and continues to grow as it heads toward a possible initial public offering in the stock market. -It will have to bend to convention just a little, at least enough to meet government reporting requirements.

Using Bias-Free Language (2 of 3) Table 5.1 (2 of 3)

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Step 2:Writing Business Messages

Adapt to Your Audience: -Sensitivity -Relationship skills -Appropriate writing style Compose Your Message: -Choosing strong words -Creating effective sentences -Developing coherent paragraphs -After you've planned your message, adapt to your audience by using sensitivity, relationship skills, and an appropriate writing style. Then you're ready to compose your message by choosing strong words, creating effective sentences, and developing coherent paragraphs. Writing business messages is discussed in Chapter 5.

Using Technology to Improve Communication

•L O 1.4 Identify five major benefits of business communication technology and three major innovations that are reshaping the practice of communication. -Companies recognize the value of integrating mobile technology, from communication platforms to banking to retail. Mobile apps and communication systems can boost employee productivity, help companies form closer relationships with customers and business partners, and spur innovation in products and services (see Figure 1.8). Given the advantages and the rising expectations of employees and customers, firms on the leading edge of the mobile revolution are working to integrate mobile technology throughout their organizations.

2.4 typical meeting agenda

The agenda title clearly identifies the scope of the meeting. The clear and concise outline format identifies the topics that will be addressed and the order of discussion, which helps participants plan questions and suggestions. Establishing a time limit for each section helps keep the meeting on track and ensures that time will be available for every topic.

Intelligent Communication Technology

•Artificial intelligence to enhance the communication process. •Machine learning and deep learning •Natural language processing Computer vision Machine learning is the general capability of computers to learn; deep learning is a specific type of machine learning that uses multiple layers of neural networks.

The Spectrum of Contemporary Communication Technology part 2

•Crowdsourcing & Collaboration Platforms-Crowdsourcing, inviting input from groups of people inside or outside the organization, can give companies access to a much wider range of ideas, solutions to problems, and insights into market trends. •Data Visualization-a powerful tool for presenting and exploring sets of data that are very large, complex, or dynamic. As more companies rely on "big data" to identify and capitalize on market opportunities, the ability to extract insights from these large data sets can be an important competitive advantage. •Internet of Things (IOT)-refers to the billions of smart, autonomous devices that are now connected via the Internet. These "things" are sensors, controllers, and other devices that send, receive, or process data. This machine-based communication can support or even replace conventional methods of business communication. •Connecting with Stakeholders-Any groups affected by a company's decisions now have tools to give voice to their opinions and needs, and companies have many more conversational threads that need to be monitored & managed. •Applicant Tracking Systems-play a huge role in employment-related communications. At virtually all large companies & many medium & small companies, your résumé & application info will be entered into one of these systems. Recruiters use various tools to identify promising candidates & manage the interview & selection process. After hiring, some firms use talent management systems to track employee development through workers' entire careers at the company. •Blogging- let companies connect with customers & other audiences in a fast & informal way. Commenting features let readers participate in the conversation, too. •Online Video- combo of low-cost digital video cameras and video-sharing websites such as YouTube has spurred a revolution in business video. Product demonstrations, company overviews, promotional presentations, and training seminars are among the most popular applications of business video. Branded channels allow companies to present their videos as an integrated collection in a customized user interface. •Content Curation- selecting videos and other items of interest to followers of a website or blog, has become one of the most popular ways to connect with stakeholders. Pinterest and Scoop.it are among the leading technologies in this area. •Podcasting- portability and convenience of downloadable audio and video recordings, podcasts have become a popular means of delivering everything from college lectures to marketing messages. Also used for internal communication, replacing conference calls, newsletters, and other media. •Building Communities- In some instances, the company establishes and manages the online community, while in others the community is driven by product champions or other enthusiasts. •User-Generated Content Sites-let businesses host photos, videos, software programs, technical solutions, and other valuable content for their customer communities. •Gaming Technologies-Adding game-playing elements to business processes (such as competitions for sales or service teams) can increase engagement from employees and customers alike.

Improving Your Nonverbal Communication Skills

•L O 2.5 Explain the importance of nonverbal communication, and identify six major categories of nonverbal expression. •Nonverbal signals play a vital role in communication because they can strengthen a verbal message (when the nonverbal signals match the spoken words), weaken a verbal message (when nonverbal signals don't match the words), or replace words entirely. Nonverbal communication can supplement or even replace verbal messages (those that use words).

Five Techniques for Developing Paragraphs (1 of 3) Table 5.6

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Making Your Meetings More Productive

•L O 2.3 List the key steps needed to ensure productive meetings. Well-run meetings can help companies solve problems, develop ideas, and identify opportunities. Meetings can also be a great way to promote team building through the experience of social interaction. You can help ensure productive meetings by preparing carefully, conducting meetings efficiently, and using meeting technologies wisely.

Framing Your Arguments & Figure 12.2 The AIDA Model for Persuasive Messages

AIDA Model: -Attention -Interest -Desire -Action -As noted previously, most persuasive messages use the indirect approach. Experts in persuasive communication have developed a number of indirect models for such messages. One of the best known is the AIDA model, which organizes messages into four phases (see Figure 12.2): -Attention. Your first objective is to encourage your audience to want to hear about your problem, idea, or new product—whatever your main idea is. Be sure to find some common ground on which to build your case. -Interest. Provide additional details that prompt audience members to imagine how the solution might benefit them. -Desire. Help audience members embrace your idea by explaining how the change will benefit them and answering potential objections. -Action. Suggest the specific action you want your audience to take. Include a deadline, when applicable. -The AIDA model is tailor-made for using the indirect approach, allowing you to save your main idea for the action phase. However, you can also use AIDA for the direct approach, in which case you use your main idea as an attention-getter, build interest with your argument, create desire with your evidence, and reemphasize your main idea in the action phase with the specific action you want your audience to take. -When your AIDA message uses the indirect approach and is delivered by memo or email, keep in mind that your subject line usually catches your reader's eye first. Your challenge is to make it interesting & relevant enough to capture the reader's attention without revealing your main idea. The AIDA approach does have limitations: -It essentially talks at audiences, not with them. -It focuses on one-time events, not long-term relationships. AIDA is still a valuable tool for the right purposes, but as you'll read later in the chapter, a conversational approach is more compatible with today's social media environment. -With the AIDA model, you craft one or more messages to move recipients through the four stages of attention, interest, desire, and action. The model works well for both persuasive business messages (such as persuading your manager to fund a new project) and marketing and sales messages. The AIDA model is ideal for the indirect approach.

Combination resume example

Gomes modified her summary of qualifications to increase emphasis on customer service. She adjusts the selection of highlighted courses to reflect the retail and e-commerce aspects of this particular job opening. She adjusts the wording of this Etsy project description to closely mirror what Amazon is-an e-commerce platform serving a multitude of independent merchants. She provides more detail regarding her customer support experience. The final sections are still relevant to this job opening, so she leaves them unchanged.

Checklist of Improving Meeting Productivity

Prepare carefully. •Make sure the meeting is necessary •Decide on your purpose •Select participants carefully •Choose the venue and the time •Establish and distribute a clear agenda Lead effectively and participate fully. •Keep the meeting on track •Follow agreed-on rules •Encourage participation •Participate actively •Close effectively Put the results to effective use. •Distribute meeting minutes to participants and other interested parties •Make sure task assignments are clearly communicated.

Effective use of technology part 1

•Keep technology in perspective •Guard against information overload •Use your tools wisely •Use your tools efficiently •Reconnect with people Users increasingly expect websites to be mobile friendly, and likely to avoid sites that aren't optimized for mobile. Mobile access overtakes computer-based access, some companies now take a mobile-first approach, in which websites are designed for optimum viewing on smartphones & tablets vs conventional PC screens. Another successful approach is creating mobile apps that offer a more interactive & mobile-friendly experience than a conventional website can provide. Mobile changes the way people communicate, with profound implications for virtually every aspect of business communication. People who grew up with mobile phones often expect to have the same level of connectivity in their roles as both customers & as employees. Social media pioneer Nicco Mele coined the term radical connectivity to describe "the breathtaking ability to send vast amounts of data instantly, constantly, & globally." Mobile plays a major/ever-expanding role in this phenomenon by keeping people connected 24/7, regardless of location. People who've grown up with mobile communication tech expect to have immediate access to info & the ability to stay connected to their various social & business networks. The most significant ways mobile tech is changing the practice of business communication: Constant connectivity is a mixed blessing. As with social media, mobile connectivity can blur the boundaries between personal & professional time & space, preventing people from fully disengaging from work during personal & family time. Yet, it can give employees more flexibility to meet their personal & professional obligations. In this regard, mobile plays an important role in efforts to reduce operating costs through telecommuting & other nontraditional work models. Small mobile displays & sometimes-awkward input technologies present challenges for creating & consuming content, whether it's typing an email message or watching a video. Example, email messages need to be written & formatted differently to make them easier to read on mobile devices. Mobile users are often multitasking—roughly 1/2 of mobile phone usage occurs while people are walking, so they can't give full attention to the info on their screens. Moreover, mobile use often occurs in environments with multiple distractions and barriers to successful communication. •Keep technology in perspective. Any technology is simply a tool, a means by which you can accomplish certain tasks. Technology is an aid to communication, not a replacement for it. •The overuse or misuse of communication technology can lead to information overload, in which people receive more information than they can effectively process. •Facebook, Twitter, YouTube, and other communication technologies are key parts of what has been called the information technology paradox, in which information tools can waste as much time as they save. In addition to distracting employees from work responsibilities, inappropriate use can also leave companies vulnerable to lawsuits and security breaches. •You don't have to become an expert in most cases, but you do need to be familiar with the basic features and functions of the tools you are expected to use on the job. •Whenever you sense that you're stuck in a loop of confusion or negativity, pick up the phone or visit the other party in person if you can. A few minutes of direct conversation can often work wonders.

Understanding the business applications of blogging

-Blogs are a potential solution whenever you've a continuing stream of info to share with an online audience—& particularly when you want the audience to have the opportunity to respond. Here are some of the many ways businesses are using blogs: -Anchoring the social media presence. As noted earlier, the multiple threads of any social media program should be anchored in a central hub that the company or an individual owns & controls. Blogs make an ideal social media hub. -Internal company news. Companies can use blogs to keep employees informed about general business matters, from facility news to benefit updates. By reducing the need for grapevines to spring up, blogs can enhance communication across all levels of a company. -Customer support. Customer support blogs answer questions, offer tips & advice, & inform customers about new products. Also, many companies monitor the blogosphere (& Twittersphere), looking for complaints & responding with offers to help dissatisfied customers. -Public relations & media relations. Many company employees & executives now share company news with both the general public & journalists via their blogs. -Policy & issue discussions. Executive blogs in particular provide a public forum for discussing legislation, regulations, & other broad issues of interest to an organization. -Crisis communication. Using blogs is an efficient way to provide up-to-the-minute info during emergencies, to correct misinformation, or to respond to rumors. -Market research. Blogs are a clever mechanism for soliciting feedback from customers & experts in the marketplace. In addition to using their own blogs for research, today's companies need to monitor blogs that are likely to discuss them, their executives, & their products. Negative product reviews, rumors, & other info can spread across the globe in a matter of hours, & managers need to know what the online community is saying—whether it's positive or negative. -Brainstorming. Online brainstorming via blogs offers a way for people to toss around ideas & build on each others' contributions. -Employee engagement. Blogs can enhance communication across all levels of a company, giving senior managers a channel they can use to communicate with employees & giving employees the chance to offer comments & ask questions. -Customer education. Blogs are a great way to help current & potential customers understand and use your products & services. Doing so can also improve sales & support productivity by reducing the need for one-on-one communication. -Influencing traditional media news coverage. According to the social media consultant Tamar Weinberg, "The more prolific bloggers who provide valuable & consistent content are often considered experts in their subject matter" & are often called upon when journalists need insights into various topics. -Community building. Blogging is a great way to connect people with similar interests, & popular bloggers often attract a community of readers who connect with one another through the commenting function. -The business applications of blogs include a wide range of internal & external communication tasks.

A Typical Business Plan

The specific elements to include in a business plan can vary based on the situation; here are the sections typically included in a plan written to attract outside investors: -Summary. In one or two paragraphs, summarize your business concept, particularly the business model, which defines how the company will generate revenue and produce a profit. The summary must be compelling, catching the investor's attention and giving him or her reasons to keep reading. Describe your product or service and its market potential. Highlight some things about your company and its leaders that will distinguish your firm from the competition. Summarize your financial projections and indicate how much money you will need from investors or lenders and where it will be spent. -Mission and objectives. Explain the purpose of your business and what you hope to accomplish. -Company and industry. Give full background information on the origins and structure of your venture and the characteristics of the industry in which you plan to compete. -Products or services. Concisely describe your products or services, focusing on their unique attributes and their appeal to customers. -Market and competition. Provide data that will persuade investors that you understand your target market and can achieve your sales goals. Be sure to identify the strengths and weaknesses of your competitors. -Management. Summarize the background and qualifications of the key management personnel in your company. Include résumés in an appendix. -Marketing strategy. Provide projections of sales volume and market share; outline a strategy for identifying and reaching potential customers, setting prices, providing customer support, and physically delivering your products or services. Whenever possible, include evidence of customer acceptance, such as advance product orders. -Design and development plans. If your product requires design or development, describe the nature and extent of what needs to be done, including costs and possible problems. For new or unusual products, you may want to explain how the product will be manufactured. -Operations plan. Provide information on facilities, equipment, and personnel requirements. -Overall schedule. Forecast important milestones in the company's growth and development, including when you need to be fully staffed and when your products will be ready for the market. -Critical risks and problems. Identify significant negative factors and discuss them honestly. -Financial projections and requirements. Include a detailed budget of start-up and operating costs, as well as projections for income, expenses, and cash flow for the first few years of business. Identify the company's financing needs and potential sources, if appropriate. -Exit strategy. Explain how investors will be able to profit from their investment, such as through a public stock offering, sale of the company, or a buyback of the investors' interest. -As Chapter 13's Communication Close-Up on page 363 notes, not everyone believes a conventional business plan is the right approach for every start-up company. If a company still needs to prove the viability of its business model or key product, the time it would take to write a full business plan might be better spent on getting the product or service operational and in front of customers in order to prove its viability. A regular business plan would make more sense after that, when the company needs to transition from start-up to ongoing operations. -Formal business plans, particularly those used to solicit outside investment, must meet a specific set of reader expectations.

Business Applications of Blogging (1 of 4)

(1 of 4) -Recruiting. In the other direction, employers often find and evaluate the blogs and microblogs of prospective employees, making blogging a great way to build a name for yourself within your industry or profession.

Document Design Elements

-Any space that doesn't contain text or artwork, both in print and online, is considered white space. (Note that "white space" isn't necessarily white; it is simply blank.) These unused areas provide visual contrast and important resting points for your readers. White space includes the margins, paragraph indents, space around images, open areas surrounding headings, vertical space between columns, and horizontal space between paragraphs or lines of text. To increase the chance that readers will read your messages, be generous with white space; it makes pages and screens feel less intimidating and easier to read. -Margins define the space around text and between text columns. In addition to their width, the look and feel of margins are influenced by the way lines of text are arranged. They can be set (1) justified (which means they are flush, or aligned vertically, on both the left and the right), (2) flush left with a ragged right margin, (3) flush right with a ragged left margin, or (4) centered. Most business documents use a flush left margin and a ragged right margin. Justified type: -Used with magazines, newspapers, & books. Can accommodate more text in a given space. -Creates a denser look, the uniform line lengths decrease the amount of white space along the right margin. -It produces a more formal & less personalized look. -Unless used with some skill & attention, it can be more difficult to read because it can produce large gaps between words & excessive hyphenation at the ends of lines. -Time & skill are required, adjusting character & word spacing to eliminate these problems. -Sometimes sentences are even rewritten to improve the appearance of the printed page. Centered type (Flush-right, ragged-left type): -Rarely used for text paragraphs but is commonly used for headings and subheadings. -Rarely used for business documents. Flush-left ragged right type: -Creates a more open appearance on the page, producing a less formal and more contemporary look. -Spacing between words is consistent, and only long words that fall at the ends of lines are hyphenated. -Typeface refers to the visual design of letters, numbers, and other text characters. As the Type Together vignette at the beginning of the chapter noted, typeface and font are often used interchangeably, but typeface is the design of the type itself, and a font is a collection of characters using that design. The classic style of document design uses a sans serif typeface for headings and a serif typeface for regular paragraph text; however, many contemporary documents and webpages now use all sans serif. (Note that many of the fonts on your computer are not appropriate for normal business use.) Typeface design influences the tone of your message. Typography conventional wisdom: Serif faces were easier to read in long blocks of text because the serifs made it easier for the eye to pick out individual letters. The standard advice was to use serif faces for the body of a document and sans serif for headings and subheadings. Research behind the conventional wisdom: Many sans serif typefaces work as well or better for body text than some serif typefaces. This seems to be particularly true on screens, which often have lower resolution than printed text. For most documents, you shouldn't need more than two typefaces. -Type style refers to any modification that lends contrast or emphasis to type, including boldface, italic, underlining, color, and other highlighting and decorative styles. Avoid using any type style that inhibits your audience's ability to read your messages. Italics: -Used for highlighting quotations & indicating foreign words, irony, humor, book & movie titles, & unconventional usage. Avoid: -overusing any type style. ( putting too many words in boldface dilutes the impact of the special treatment by creating too many focal points in the paragraph) -reducing type size too much in order to squeeze in extra text or to enlarge type to fill up space. Type size (for most printed business documents): -10-12 points for regular text -12-18 points for headings & subheadings -1 point is approximately 1/72 inch) Remember: -One type that looks fine on one screen can be hard to read. Low-resolution screens (because these displays can make letters look jagged or fuzzy) & high-resolution screens (because these monitors reduce the apparent size of the type even further).

Planning Analytical Reports

-L O 14.3 Discuss three major ways to organize analytical reports. -The purpose of analytical reports is to analyze, to understand, or to explain a problem or an opportunity and figure out how it affects the company and how the company should respond.

Writing Requests for Proposals & Writing Requests for Proposals (RFPs)

-L O 15.5 Identify the elements to include in a request for proposals (RFP). -At some point in your career, you might be in a position to solicit proposals, and learning how to request effective proposals will simplify the process considerably. When writing an RFP, remember that it is more than just a request; it's an informational report that provides potential bidders with the information they need in order to craft effective proposals. Writing an RFP demands careful consideration because it starts a process that leads to a proposal, a contract, and eventually the delivery of a product or the performance of a service. In other words, mistakes at the RFP stage can ripple throughout the process and create costly headaches for everyone involved. An RFP's specific content will vary widely from industry to industry, but all RFPs should include some combination of the following elements: -Company background. Give potential bidders some background information on your organization, your business priorities, and other information they might need in order to respond in an informed manner. -Project description. Put your requirements in context; are you seeking bids for routine supplies or services, or do you need a major computer system? -Requirements. The requirements section should spell out everything you expect from potential vendors; don't leave anything to unstated assumptions. Will potential vendors provide key equipment or will you? Will you expect vendors to work under confidentiality restrictions, such as a nondisclosure agreement? Who will pay if costs run higher than expected? Will you require ongoing service or support? Providing this information can be a lot of work, but again, overlooking anything at this point is likely to create considerable problems once the project gets rolling. -Decision criteria. Let bidders know how you'll be making the decision. Is quality more important than cost? Will you consider only certain types of vendors or only those that use certain processes or technologies? Will you entertain bids from companies that have never worked in your particular industry? The answers to such questions not only help bidders determine whether they're right for your project but also help them craft proposals that meet your needs. -Proposal requirements. Explain exactly what you expect to see in the proposal itself— which sections, what media, how many copies, and so on. -Submission and contact information. A well-written RFP answers most potential questions, and it also tells people when, where, and how to respond. In addition, effective RFPs always give bidders the name of a contact within the organization who can answer detailed questions. A smart approach to managing RFPs: -1st identify your decision criteria and then brainstorm the information you need to measure against those criteria. Don't ask bidders to submit information about every aspect of their operations if such details aren't relevant to your decision. Making such unreasonable demands is unfair to bidders, will unnecessarily complicate your review process, and will discourage some potentially attractive bidders from responding. -2nd to get quality responses that match your unique business needs, give bidders plenty of time to respond. Successful companies are usually busy responding to other RFPs and working on other projects; you can't expect them to drop everything to focus solely on your RFP. -3rd if your company generates numerous RFPs, tracking proposals can become a full-time job. Consider establishing an online system for tracking responses automatically.

Digital Media for Business Communication & Digital and Social Media Options

-L O 7.1 Identify the major digital media formats available for business messages, and list nine compositional modes used in digital media. -The runaway success of Slack (profiled in the chapter-opening Communication Close-Up) highlights two important considerations in using digital media: choosing the best tools for the task at hand and using each tool wisely. This chapter offers advice on using tools you're likely to encounter in any profession: email, messaging, websites, and podcasting. (Digital media with a social component are covered in Chapter 8.) -Email. Conventional email has long been a vital medium for business communication, although in many instances it is being replaced by other tools that provide better support for instant communication and real-time collaboration. -Messaging. From basic text messaging on mobile devices to multifunction group systems such as those offered by Slack, messaging in various forms now rivals or exceeds email in many companies. -Web content. Websites are one of the most important digital media types, from small business sites with a few pages to large corporate sites with hundreds or thousands of pages. -Podcasting. Businesses use podcasts to replace or supplement some conference calls, newsletters, training courses, and other communication activities. -Social networks. Have evolved into a major business communication technology, from well-known public networks to the private, internal networks that many companies now use. -Wikis. The collaborative nature of wikis—websites that can be expanded and edited by teams, user communities, or the public at large—make them a natural fit for aggregating the knowledge of groups ranging from individual departments to the public at large. -Blogging and microblogging. The ability to update content quickly and easily makes blogs and microblogs (such as Twitter) a natural medium when communicators want to get messages out in a hurry. -Online video. Digital and online video have transformed what used to be a fairly specialized tool into a mainstream business communication medium. -Information- and content-sharing sites. In addition to social networks, a variety of systems have been designed specifically for sharing content, including user-generated content sites, media curation sites, and community Q&A sites. Remember: -the lines between these media often get blurred as systems expand their capabilities or people use them in new ways. -the mobile variants of all these technologies add another layer of challenges and opportunities for business communicators. Example: -the ability to scan coded labels such as barcodes or the similar Quick Response (QR) codes attached to printed materials, products, or store windows (or the ability to pick up radio signals from near-field communication tags) gives smartphone users a way to get more info—from both companies themselves and other consumers providing reviews on social websites.

Burning Glass

-Matching the right people with the right jobs isn't limited to employees & employers. -A vital issue for govts (local & national level) & educational institutions (high schools, colleges, & universities). -Matching people & job opportunities is one of society's most important challenges. -How well or poorly has a tremendous impact on everyone's financial well-being. -Matching people & jobs is all about getting one's hands on the right data & using them to make smart decisions -More than 150 million employees in the U.S alone. (Lots of data) -Boston-based firm Burning Glass applies the power of A.I in a specialty known as job market analytics. -Job market analytics-studies millions of job postings & career transitions to figure out what employers are looking for, what employees have to offer, & where gaps exist between the two sides. -What it found: when it studied the most important "baseline skills" across all professions, the company identified overall communication abilities as the most important skill & writing as the third-most important skill. -Burning Glass integrates these job market insights into a variety of software tools used by employers, job seekers, colleges, & other parties involved in meeting the job-match challenge. -In HR, this software works in conjunction with applicant tracking systems. -Before a human being reads your résumé, it'll likely be "read" by such a system, designed to help company recruiters find the most promising candidates & manage communication & data collection all the way through the recruiting, hiring, & orientation stages. -Most medium-sized & large companies get swamped with so many résumés that they have to rely on software to help recruiters manage the flow. -The tech has developed a negative reputation in some quarters: Applicants frustrated they can't get past a "robot" & explain their qualifications to an actual human being. Employers frustrated when people clog their systems by applying for jobs for which they're clearly not qualified or when applicants try to game the system by loading up their résumés with stacks of keywords they think the system is expecting. Employers sometimes complain they can't find enough good applicants, even as good applicants are present but blocked. Overly aggressive filtering can be a problem with poorly configured systems or for employers who dial up the qualification requirements to the point that only a superhero could make it over the barrier. -Burning Glass & companies like it aim to improve this process for everybody by moving beyond simple keyword searches & résumé cataloging. -Analyzes how keywords are used in a résumé to separate candidates describing themselves legitimately & naturally from those who are simply stuffing their résumés with keywords. -Software is learning to read résumés the way human recruiters do, evaluating keywords in context to make informed judgments about the quality & currency of the skills someone has included. -Example: candidates with database design experience, for instance, it can tell whether somebody took a class in the subject 10 yrs or ago or is currently applying those skills in a professional capacity. -Applicant's perspective, the best way to "beat the robots" is to stop trying to beat them. -Take the time to read job descriptions carefully, concentrate on the ones where you fit best & also understand employers' needs well enough that you can explain how your skills & experience align with those needs. -Using the same audience-focused skills & techniques you've been practicing throughout this course is the best way to get there. Regardless of it being a machine.

Selecting the Type of Visuals to Use

-Remember your visuals aren't your presentation. They're there to support & clarify your message. You can select from a variety of visuals to enhance presentations, each with unique advantages and disadvantages: -Prezis. Chapter 16 discusses the differences between linear and nonlinear presentations, with Prezis as the dominant example of nonlinear presentations. The biggest advantages of Prezis are flexibility (both in how you structure your visuals and in how you access them during your presentation), the ability to incorporate video and other media elements, and a more dynamic look and feel than conventional slide shows. Disadvantages: -Fewer design options. -The chance of viewers "losing the plot" as the presenter jumps from topic to topic. -Possibility of viewers feeling dizzy or even getting motion sickness if zooming is overused. -Slides. Slides created with PowerPoint or similar programs have a number of advantages: They are easy to create and edit (at least for simple slides), designs are easy to customize, and slides are easy to incorporate into online meetings and webcasts. The biggest potential disadvantage of slides is the linear nature of the presentation. Changing the flow of the presentation or jumping to specific slides is more difficult in presentation software than it is with a Prezi. Note: -For both Prezi & slide software, the disadvantages sometimes mentioned are usually a result of how the tools are used, rather than limitations in the software itself. -Overhead transparencies. Overhead transparencies are the very definition of old school, but they do have advantages. They can be created with nothing more than a marking pen, they don't require the latest computer or projection equipment, you can write on them during a presentation, and they never malfunction. Disadvantages: -They're limited to static displays. -They're virtually impossible to edit once you've printed them. -You need to have the right equipment. -You or a partner must stand next to the projector throughout the entire presentation. -Chalkboards and whiteboards. Chalkboards and whiteboards are effective tools for recording points made during small-group sessions. With digital whiteboards, you can print, save, and share copies of whatever is written, too. -Flip charts. Flip charts are another dependable low-tech tool for meetings and presentations. They are great for recording comments and questions during a presentation or for creating a "group memory" during brainstorming sessions, keeping track of all the ideas the team generates. -Other visuals. Be creative when choosing visuals to support your presentation. A video of a focus group talking about your company can have much more impact than a series of text slides that summarize what the group said. In technical or scientific presentations, a sample of a product or material lets your audience experience your subject directly. Options that've been done: -Designers & architects use mock-ups & models to help people envision what a final creation will look like. Options to consider: -incorporate other software into your presentation, such as a live spreadsheet to show financial data or a computer-aided design program to show a new product's design. -If demonstrating the use of a software program, you can create a screencast that shows the software in action. -Screencasting software also lets you add on-screen annotations and record an audio track to explain what is happening on screen. Remember: Presentation slides & Prezis are the most common visual supports, but don't limit yourself.

Types of Messages

-Send a follow-up message within two days of the interview, even if you feel you have little chance of getting the job. These messages are often referred to as "thank-you notes," but they give you an important opportunity to go beyond merely expressing your appreciation. You can use the message to reinforce the reasons you are a good choice for the position, modify any answers you gave during the interview if you realize you made a mistake or have changed your mind, and respond to any negatives that might have arisen in the interview (see Figure 19.6). Email is usually acceptable for follow-up messages, unless the interviewer has asked you to use other media. -Message of Inquiry: If you're not advised of the interviewer's decision by the promised date or within two weeks, you might make an inquiry. A message of inquiry (which can be handled by email if the interviewer has given you his or her email address) is particularly appropriate if you've received a job offer from a second firm and don't want to accept it before you have an answer from the first. Use the model for a direct request when you write an inquiry about a hiring decision. -Request for a Time Extension: If you receive a job offer while other interviews are still pending, you can ask the employer for a time extension. Open with a strong statement of your continued interest in the job, ask for more time to consider the offer, provide specific reasons for the request, and assure the reader that you will respond by a specific date (see Figure 19.7 on page 568). -Letter of Acceptance: When you receive a job offer you want to accept, reply within five days. Begin by accepting the position and expressing thanks. Identify the job you're accepting. In the next paragraph, cover any necessary details. Conclude by saying that you look forward to reporting for work. As always, a positive letter (format) should convey your enthusiasm and eagerness to cooperate. Be aware that a job offer and a written acceptance of that offer can constitute a legally binding contract, for both you and the employer. Before you send an acceptance letter, be sure you want the job. -Letter Declining a Job Offer: After all your interviews, you may find that you need to write a letter declining a job offer. Use the techniques for negative messages (format) (see Chapter 11): Open warmly, state the reasons for refusing the offer, decline the offer explicitly, and close on a pleasant note that expresses gratitude. By taking the time to write a sincere, tactful letter, you leave the door open for future contact. -Letter of Resignation: If you get a job offer while employed, you can maintain good relations with your current employer by writing a thoughtful letter of resignation to your immediate supervisor. Follow the advice for negative messages and make the letter sound positive, regardless of how you feel. Say something favorable about the organization, the people you work with, or what you've learned on the job. Then state your intention to leave and give the date of your last day on the job. Be sure you give your current employer at least two weeks' notice. Figure 19.7 Info: Ineffective: -(a) "I need" is a blunt and fairly offensive way to start an message and particularly so when one is asking the reader to make an accommodation. -(b) "To make a long story short" only makes the story longer, and saying "this other job bears looking into" sounds self-centered. -(C) Apologizing isn't necessary under the circumstances, but the writer then commits a serious blunder by failing to ask for the extension to January 25. Effective: -(a) This positive opener confirms the writer's interest in the job and serves as buffer before the upcoming request. -(b) Phrasing this as the need to meet a prior commitment is a graceful way to communicate the idea of wanting to explore the other opportunity, without coming right out and saying so. -(c) The respectful close acknowledges that it might not be possible for the reader to accommodate the requestor an extension. The conditional phrasing ('*if you can") is a good way of make the request without coming across as demanding.

Table 17.1

Color choices can also stimulate various emotions. To excite audiences, add warm colors, such as red & orange. For a more relaxed & receptive environment, blue is a better choice. Remember, color may have a different meaning in certain cultures.

Common Types of Interviews

Interviewing approaches vary by: -Way they're structured. -Number of people involved. -Purpose of the interview. -Structured Vs Unstructured Interviews: In a structured interview, the interviewer (or a computer program) asks a series of questions in a predetermined order. Structured interviews help employers identify candidates who don't meet basic job criteria, and they allow the interview team to compare answers from multiple candidates. In contrast, in an open-ended interview, the interviewer adapts his or her line of questioning based on the answers you give and any questions you ask. Even though it may feel like a conversation, remember that it's still an interview, so keep your answers focused and professional. -Panel and Group Interviews: Although one-on-one interviews are the most common format, some employers use panel or group interviews as well. In a panel interview, you meet with several interviewers at once. Try to make a connection with each person on the panel, and keep in mind that each person has a different perspective, so tailor your responses accordingly. In a group interview, one or more interviewers meet with several candidates simultaneously. A key purpose of a group interview is to observe how the candidates interact. Panel Interview Example: -Upper-level managers are likely to be interested in your overall business sense & strategic perspective. -Potential colleagues might be more interested in your technical skills & ability to work in a team. Group Interview Info: -Can be tricky (Wanting to stand out & show supporting team player skills). -Be respectful of fellow candidates. -Look for chances to show your knowledge level of the company & its needs. -Behavioral, Situational, Working, and Stress Interviews: Interviewing techniques also vary based on the types of questions you are asked. Perhaps the most common type of interview these days is the behavioral interview, in which you are asked to relate specific incidents and experiences from your past. In contrast to generic questions that can often be answered with "canned" responses, behavioral questions require candidates to use their own experiences and attributes to craft answers. Behavioral Interview Info & Preparation: -Studies show it's a better predictor of job success vs traditional interview questions. -Review your work or college experiences, recalling several instances where you showed important job-related attributes. Or dealt with a challenge like uncooperative team members. Or heavy work loads. -Have responses that quickly summarize the situation, actions taken (by you) & the actions outcomes. A situational interview is similar to a behavioral interview except that the questions focus on how you would handle various hypothetical situations on the job. The situations will likely relate closely to the job you're applying for, so the more you know about the position, the better prepared you'll be. A working interview is the most realistic type of interview: You actually perform a job-related activity during the interview. You may be asked to lead a brainstorming session, solve a business problem, engage in role playing, or even make a presentation. The most unnerving type of interview is the stress interview, during which you might be asked questions designed to unsettle you or might be subjected to long periods of silence, criticism, interruptions, and or even hostile reactions by the interviewer. Stress Interview Info & preparation: -The theory is it'll reveal how well you handle stressful situations. -Some experts find it of dubious value. -Recognize what's happening & collect your thoughts for a few seconds before responding. Finally what you may encounter: -2 or more types of interview questions in a single interview. -Recognize the question types prior to responding.

Letter declining job offer picture

Letter declining job offer info: -Uses a buffer in the opening paragraph -Precedes the bad news with tactfully phrased reasons for the applicant's unfavorable decision. -Lets the reader down gently with a sincere and cordial ending

Figure 2.8 Capturing Key Decisions and Discoveries from a Meeting

Meeting tools such as the MeetingBooster system help teams and other groups capture decisions and discoveries from meetings and put this information to productive use. Long description: The minutes of the meeting also shows a section labeled "call to order" which includes the description of the presenter.

Message of Inquiry picture

Message of Inquiry info: -Identifies the position and introduces the main idea -Places the reason for the request second -Makes a courteous request for specific action last, while clearly stating a preference for this organization

Strategy for routine requests

Routine requests: ask for information or action from another party For routine requests and positive messages: State request or main idea (opening) Give necessary details (body) Close with cordial request for specific action (close) Stating request up front Pay attention to tone (use please/I would appreciate) Assume audience will comply Be specific Explaining and justifying request Explain as needed Mention benefits to reader Most important first Break down into specific individual questions Requesting action in courteous close Specific request including relevant details such as timelines Information on how you can be reached Expression of appreciation or goodwill

Social & workgroup communication systems

•Social media are digital platforms that empower stakeholders as participants in the communication process. -Share content -Revise content -Respond to content -Contribute new content Facebook, Twitter, YouTube, & other technologies are key parts of what has been called the info technology paradox, in which info tools can waste as much time as they save. Social media have created another set of managerial challenges, given the risk that employee blogs or social networking pages can expose confidential info or damage a firm's reputation in the marketplace. Managers need to guide their employees in the productive use of info tools because the speed & simplicity of these tools are also among their greatest weaknesses. The flood of messages from an expanding array of digital sources can significantly affect employees' ability to focus on their work. In one study, workers exposed to a constant barrage of emails, instant messages, & phone calls experienced an average 10-point drop in their functioning IQ. Gamification is the addition of game-playing aspects to an activity or a process with the goal of increasing user engagement, & it's a natural fit for social media & mobile devices. Example-Foursquare's check-in competitions, in which the person who "checks in" using Foursquare the most times during a certain time window is crowned the "mayor" of that location, were an early use of gamification. Purpose- It's an advertising platform that relies on user activity & user-generated content, & the game element encourages people to use the app more frequently. Yet Foursquares is a simple example of gamification. Further-Other companies are pushing gamification in new ways to engage & motivate employees & other stakeholders. Example- Bunchball's Nitro software applies gamification concepts to a number of business communication platforms. On a customer-service system, the software rewards employees for increasing their productivity, meeting their service commitments to customers, & sharing knowledge with their colleagues. On several collab & brainstorming systems, gamification encourages people to make more connections, share ideas, & boost their influence within a community. Employee orientation systems can use game concepts to help new hires learn their way around the organization. Gamification-key strategy for many companies trying to improve customer loyalty. Badgeville's Reputation Mechanics system, for example, boosts the profile of knowledgeable customers who share expertise on social media sites and other online forums. By rewarding their product champions this way, companies encourage them to keep contributing their expertise, thereby helping other customers be successful and satisfied. Finally-Incidentally, if you are in the Millennial generation—those born between about 1981 and 1995—you're a special target of gamification in the workplace and the marketplace, given your generation's enthusiasm for video games. Social media empower stakeholders as participants in the communication process by allowing them to share content, revise content, respond to content, or contribute new content.

Table 19.6 (1 of 2)

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Emphasizing the Positive (1 of 3)

(1 of 3) -During your career, you will have many occasions in which you need to communicate bad news. However, there is a big difference between delivering negative news and being negative. When the tone of your message is negative, you put unnecessary strain on business relationships. Never try to hide negative news, but always be on the lookout for positive points that will foster a good relationship with your audience. If you find it necessary to criticize or correct, don't dwell on the other person's mistakes. -Avoid referring to failures, problems, or shortcomings. Focus instead on what the audience members can do to improve the situation. If you're trying to persuade audience members to buy a product, pay a bill, or perform a service, emphasize what's in it for them. When people recognize the benefits of doing so, they are more likely to respond positively to your appeal. -In general, try to state your message without using words that may hurt or offend your audience. Look for appropriate opportunities to use euphemisms—words or phrases that express a thought in milder terms—that convey your meaning without carrying negative or unpleasant connotations. For example, one common euphemism is referring to people beyond a certain age as "senior citizens" rather than "old people." Senior conveys respect in a way that old does not. Euphemisms can bring a tone of civility to unpleasant communication, but they must be used with great care because they are so easy—and so tempting—to misuse. Euphemisms can be annoying if they force readers to "read between the lines" to get the message, and they can be unethical if they obscure the truth. If you are considering using a euphemism, ask yourself this question: Are you trying to protect the reader's feelings or your own feelings? Even if it is unpleasant, people generally respond better to an honest message delivered with integrity than they do to a sugarcoated message that obscures the truth. Example Layoffs: This is a difficult situation for everyone involved, and managers can be tempted to resort to euphemisms such as streamlining, restructuring, improving efficiency, reducing layers, or eliminating redundancies to avoid using the word layoff. Doing so might ease the emotional burden on the writer and promote the illusion that the message isn't as negative as it really is. However, these euphemisms can fail the "you" attitude test, as well as the standards of ethical information, by failing to answer the question every reader in these situations has, which is simply, Am I going to lose my job?

Choosing From the Four Types of Sentences (2 of 2)

(2 of 2) -A complex sentence expresses one main thought (the independent clause) and one or more subordinate, related thoughts (dependent clauses that cannot stand alone as valid sentences). Independent and dependent clauses are usually separated by a comma: Although you may question Gerald's conclusions, you must admit that his research is thorough. In this example, "Although you may question Gerald's conclusions" is a subordinate thought expressed in a dependent clause. -A compound-complex sentence has two main clauses, at least one of which contains a subordinate clause: Profits increased 35% in the past year, so although the company faces long-term challenges, I agree that its short-term prospects look quite positive. -When constructing sentences, choose the form that matches the relationship of the ideas you want to express. If you have two ideas of equal importance, express them as two simple sentences or as one compound sentence. However, if one of the ideas is less important than the other, place it in a dependent clause to form a complex sentence. Example, although the following compound sentence uses a conjunction to join two ideas, they aren't truly equal: The chemical products division is the strongest in the company, and its management techniques should be adopted by the other divisions. -By making the first thought subordinate to the second, you establish a cause-and-effect relationship and emphasize the more important idea (that the other divisions should adopt the chemical division's management techniques): Because the chemical products division is the strongest in the company, its management techniques should be adopted by the other divisions. -Maintain some variety among the four sentence types to keep your writing from getting choppy (too many short, simple sentences) or exhausting (too many long sentences).

Figure 16.5 (2 of 2)

(2 of 2) -The logical organization continues throughout the body of her presentation. -Part ll of the body emphasizes the seriousness of the problem. -Part Ill of the body provides the four-step solution mentioned in the introduction, then makes a recommendation for implementing the steps. -The close restates the four recommended steps. -This outline (based on Linda Moreno's report in Chapter 15) clearly identifies the purpose and the distinct points to be made in the introduction, body, and close. Notice also how the presenter wrote her major transitions in full-sentence form to be sure she can clearly phrase these critical passages when it's time to speak.

Emphasizing the Positive (2 of 3)

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Five Techniques for Developing Paragraphs(2 of 3) Table 5.6

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Business Uses of Social Media (2 of 4)

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Table 15.2 Production Elements to Consider for Formal Reports and Proposals (2 of 4)

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Business Applications of Blogging (2 of 4)

(2 of 4) -Word-of-mouth marketing. often called viral marketing in reference to the transmission of messages in much the same way that biological viruses are transmitted from person to person. However, viral marketing is not really an accurate metaphor. As author Brian Solis puts it, "There's no such thing as viral marketing." Real viruses spread from host to host on their own, whereas word-of-mouth marketing requires "hosts" to spread messages voluntarily. The distinction is critical because you need to give people a good reason—good content, in other words—to pass along your message.

Table 15.1 Content Elements to Consider for Reports and Proposals (2 of 9)

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Table 5.5 (3 of 3)

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Using Bias-Free Language (3 of 3) Table 5.1 (3 of 3)

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Business Uses of Social Media (3 of 4)

(3 of 4) Building communities expanded:-Large and geographically dispersed companies can benefit greatly from communities of practice that connect experts who may work in different divisions or different countries. -Communities of interest that form around a specific product are sometimes called brand communities. -Some communities spring up spontaneously when product enthusiasts connect online, whereas others are more formal organizations established by companies to help customers use their products more successfully and engage with like-minded individuals. -The SAP Community Network, for instance, set up by the enterprise software company SAP, has more than 2.5 million members.

Business Uses of Social Media (4 of 4)

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Table 6.3 (4 of 5)

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Table 15.1 Content Elements to Consider for Reports and Proposals (4 of 9)

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Table 6.3 (5 of 5)

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Table 15.1 Content Elements to Consider for Reports and Proposals (5 of 9)

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VMWare

-2009, James Malloy, a recruiting manager at VMWare, picked up on the early buzz surrounding social recruiting. -Wanted to know whether his company might benefit from the growth of LinkedIn, Facebook, and other social platforms. -Social networking wasn't a new technology. -Most companies were still trying to navigate through it, trying to figure out whether or how to use all these new tools. -Additionally, corporate recruiters already had well-established systems for finding, evaluating, and recruiting new talent. Few companies knew whether social media could add value to such a vital business process. -VMWare is about as far from the front lines of consumer activity as a company can get. Specializing in virtualization, a software technique that lets a single computer act like multiple independent machines. Critical technology behind cloud computing and much of today's information technology (IT) infrastructure, not exactly the sort of trendy topic that blows up on Twitter or prompts a million "you have to see this" shares on Facebook. -Malloy, intrigued by social recruiting and decided to conduct a low-risk experiment on Facebook to test its potential. Set up a page and began posting job openings to it—and the effort caught on quickly as interested candidates found the openings. The Facebook presence brought VMWare in touch with talented people it hadn't been in contact with before. -Malloy's Facebook experiment: so successful that VMWare's top management decided to realign its entire recruiting strategy around social networking. -VMWare didn't just use it for recruiting: with hundreds of official social media accounts and groups focused on specific technical or business issues, including nearly a hundred Twitter accounts. -4 of those accounts are dedicated to careers and recruiting, including @VMWareU, the account for the VMWare University Recruiting Team. Through this account, the company announces job openings targeted at recent graduates, internship opportunities, and news of interest to potential employees. -Malloy & colleagues use these channels to build relationships with potential hires, to share videos and other media that showcase the VMWare corporate culture, and to brand VMWare as an exciting, supportive place to work. Social recruiting effort: successful that the company continues to expand it. -Moving forward: it's focusing on expanding its use of mobile recruiting apps and in helping employees become effective "brand advocates" for the company in their own social networks.

Creating the Elements of a Paragraph

-A topic sentence that reveals the subject of the paragraph. In business writing the topic sentence is generally explicit and is often the first sentence in the paragraph. The topic sentence gives readers a summary of the general idea that will be covered in the rest of the paragraph. In addition to helping your readers, topic sentences help you as a writer because they remind you of the purpose of each paragraph and thereby encourage you to stay focused. In fact, a good way to test the effectiveness of your writing is to prepare a summary version that consists of only the first sentences of all your paragraphs. If the summary communicates the essence of your message in a sensible, compelling way, you've probably done a good job of presenting your info. -Related (support) sentences that support and expand the topic. In most paragraphs, the topic sentence needs to be explained, justified, or extended with one or more support sentences. These related sentences must all have a bearing on the general subject and must provide enough specific details to make the topic clear. The support sentences are all more specific than the topic sentence. Each one provides another piece of evidence to demonstrate the general truth of the main thought. Also, each sentence is clearly related to the general idea being developed, which gives the paragraph unity. A paragraph is well developed if it contains enough information to make the topic sentence understood and convincing, and if it doesn't contain any extraneous, unrelated sentences. -Transitions that help readers move between sentences and paragraphs. Transitions connect ideas by showing how one thought is related to another. They also help alert the reader to what lies ahead so that shifts and changes don't cause confusion. In addition to helping readers understand the connections you're trying to make, transitions give your writing a smooth, even flow. Depending on the specific need within a document, transitional elements can range in length from a single word to an entire paragraph or more.You can establish transitions in a variety of ways: -Use connecting words. Use conjunctions such as and, but, or, nevertheless, however, in addition, and so on. -Echo a word or phrase from a previous paragraph or sentence. "A system should be established for monitoring inventory levels. This system will provide . . . " -Use a pronoun that refers to a noun used previously. "Ms. Arthur is the leading candidate for the president's position. She has excellent qualifications." -Use words that are frequently paired. "The machine has a minimum output of . . . Its maximum output is . . . "

Be Sure the Information is Ethical

-Accurate Information: You have a responsibility to provide quality information to your readers. You can minimize mistakes by double-checking every piece of information you collect. If you are consulting sources outside the organization, ask yourself whether the information is current and reliable. The quality of the information you provide is every bit as important as the quantity. Inaccurate information in business messages can cause a host of problems, from embarrassment and lost productivity to serious safety and legal issues. -Remember: -Double-check every piece of info you collect. -If consulting sources outside the organization, ask yourself whether the info is current & reliable. -You must be particularly careful when using sources you find online. Reviewing any mathematical or financial calculations, check dates & schedules, be sure of your own assumptions & conclusions to be certain they're valid. -Ethical Information: By working hard to ensure the accuracy of the information you gather, you'll also avoid many ethical problems in your messages. If you do make an honest mistake, such as delivering information you initially thought to be true but later found to be false, contact the recipients of the message immediately and correct the error. No one can reasonably fault you in such circumstances, and people will respect your honesty. Remember ethics: -Messages can be unethical if important information is omitted. -As a business professional, you may have legal or other sound business reasons for not including every detail about every matter. -Include enough to avoid misleading your audience. -If unsure, offer as much as you believe best fits your definition of complete & then offer to provide more upon request. -Pertinent Information: When gathering information for your message, remember that some points will be more important to your audience than others. Audience members will appreciate your efforts to prioritize the information they need and filter out the information they don't. Moreover, by focusing on the information that concerns your audience the most, you increase your chances of accomplishing your own communication goals. -Finally: -If your audience is unknown or if communicating with a large group of people who have diverse interests, use common sense to identify points of interest. -Factors such as age, job, location, income, and education can give you clues. -Some messages necessarily reach audiences with a diverse mix of educational levels, subject awareness, and other variables. -When possible, provide each audience segment with its own targeted info, such as by using sections in a brochure or links on a webpage.

Analyzing Your Purpose

-After you have defined your specific purpose, take a moment for a reality check. Decide whether that purpose merits the time and effort required for you to prepare and send the message—and for your audience to spend the time required to read it, view it, or listen to it. Test your purpose by asking these four questions: -Will anything change as a result of your message? Don't contribute to information overload by sending messages that won't change anything. For instance, if you don't like your company's latest advertising campaign but you're not in a position to influence it, sending a critical message to your colleagues won't change anything and won't benefit anyone. -Is your purpose realistic? Recognizing whether a goal is realistic is an important part of having good business sense. For example, if you request a raise while the company is struggling, you might send the message that you're not tuned in to the situation around you. -Is the time right? People who are busy or distracted when they receive your message are less likely to pay attention to it. Many professions and departments have recurring cycles in their workloads, for instance, and messages sent during peak times may be ignored. -Is your purpose acceptable to your organization? Your company's business objectives and policies, and even laws that apply to your particular industry, may dictate whether a particular purpose is acceptable. For example, if you work for a discount stock brokerage, one that doesn't offer investing advice, it would be inappropriate to write a newsletter article on the pros and cons of investing in a particular company. -When you are satisfied that you have a clear and meaningful purpose and that this is a smart time to proceed, your next step is to understand the members of your audience and their needs. Ask yourself some key questions about your audience: -Who are they? -How many people do you need to reach? -How much do they already know about the subject? -What is their probable reaction to your message?

Step 1: Planning Persuasive Messages

-Analyze the Situation -Gather the Information -Select the Right Media and Channels -Organize the Information -In today's information-saturated business environment, having a great idea or a great product is no longer enough. -Every day, untold numbers of good ideas go unnoticed and good products go unsold simply because the messages meant to promote them aren't compelling enough to be heard above the competitive noise. -Creating successful persuasive messages in these challenging situations demands careful attention to all four tasks in the planning step, starting with an insightful analysis of your purpose and your audience.

Guidelines for Adapting to U.S. Business Culture

-Any nation of more than 300 million people will exhibit a wide variety of behaviors. -Here are some key points to remember as you become accustomed to business communication in this country: -Individualism. In contrast to cultures that value group harmony and group success, U.S. culture generally expects individuals to succeed by their own efforts, and it rewards individual success. Even though teamwork is emphasized in many companies, competition between individuals is often expected and even encouraged. -Equality. Although the country's historical record on equality has not always been positive and some inequalities still exist, equality is considered a core American value. This principle applies to race, gender, social background, and even age. To a greater degree than people in many other cultures, Americans believe that every person should be given the opportunity to pursue whatever dreams and goals he or she has in life. -Privacy and personal space. Although this seems to be changing somewhat with the popularity of social networking and other personal media, people in the U.S are accustomed to a fair amount of privacy. That also applies to their "personal space" at work. For example, they expect you to knock before entering a closed office and to avoid asking questions about personal beliefs or activities until they get to know you well. -Time and schedules. U.S. businesses value punctuality and the efficient use of time. For instance, meetings are expected to start and end at designated times. -Religion. The U.S doesn't have an official state religion. Many religions are practiced throughout the country, and people are expected to respect each other's beliefs. -Communication style. Communication tends to be direct and focus more on content and transactions than on relationships or group harmony.

Religious differences

-As one of the most personal and influential aspects of life, religion brings potential for controversy and conflict in the workplace setting—as evidenced by a significant rise in the number of religious discrimination lawsuits in recent years. Many employees believe they should be able to follow and express the tenets of their faith in the workplace. However, companies may need to accommodate employee behaviors that can conflict with each other and with the demands of operating the business. The situation is complicated, with no simple answers that apply to every situation. -As more companies work to establish inclusive workplaces, you can expect to see this issue being discussed more often in the coming years.

Haptics Technology

-As the most intimate form of communication, touch can convey shades of emotion and meaning in ways that other forms can't match. -Haptic communication or haptics is the study of touch in a communication context. -Touch is a vital aspect of human-to-human and human-to-machine interaction, but it is missing from most forms of digital communication. Field of haptic technology is enabling touch and tactile sensations in a growing number of ways: -Arcade video games and video game controllers use haptic feedback to give players some sense of the feel of driving a racecar. -Beyond simple vibration feedback, some controllers can now simulate the sensation of holding and using specific weapons or other physical elements in a game. Mobile devices and wearables such as smartwatches are incorporating haptic input and output in ways that simulate the nuances of human touch: -You can use a smartwatch to send specific, personalized "touch messages" to other smartwatch wearers with complete privacy. -The tech has exciting potential in such diverse areas as training, online retailing, and making more devices usable by people with limited vision. -Now that display technologies have more or less reached the resolution capacity of human eyesight, the next wave of user interface advances is likely to come in the form of touch.

THE ART OF PROFESSIONALISM (Recovering from Disasters)

-Ask any business speaker with a few years of experience, and you'll hear all these horror stories and a few more: people who have driven to the wrong conference center, hit themselves in the head with a microphone, tripped over wires, started with a sure-fire joke that generated nothing but cold stares, or been rendered speechless by tough questions. -Hoping you'll be spared isn't an effective response. You must be prepared for when—not if—something goes wrong. -If you assume that something will go wrong at some point, you can make peace with the possibility and focus on backup planning. -Experts suggest that you make a list of every major problem you might encounter and imagine how you'll respond when these calamities strike you on the day of a big presentation. -As much as possible, create a backup plan, such as calling ahead to reserve a second projector in the event that yours gets lost in transit. -You won't be able to put backup resources in place for every possible glitch, but by at least thinking through the possibilities, you can decide how you'll respond. -When disaster does strike, you'll look like a polished pro instead of a befuddled novice.

Organizing Your Information

-Audience-Centered "You" Attitude -Limited Scope -Explain Reason -Build Interest -Ask for a Decision or Action -Choose Approach -The most effective main ideas for persuasive messages have one thing in common: They are about the receiver, not the sender. For instance, if you're trying to convince others to join you in a business venture, explain how it will help them, not how it will help you. -Limiting your scope is vital. If you seem to be wrestling with more than one main idea, you haven't zeroed in on the heart of the matter. If you try to craft a persuasive message without focusing on the one central problem or opportunity your audience truly cares about, you're unlikely to persuade successfully. -Because the nature of persuasion is to convince people to change their attitudes, beliefs, or actions, most persuasive messages use the indirect approach. That means you'll want to explain your reasons and build interest before asking for a decision or for action—or perhaps even before revealing your purpose. In contrast, when you have a close relationship with your audience and the message is welcome or at least neutral, the direct approach can be effective. -For persuasive business messages, the choice between the direct and indirect approaches is also influenced by the extent of your authority, expertise, or power in an organization. For instance, if you are a highly regarded technical expert with years of experience, you might use the direct approach in a message to top executives. In contrast, if you aren't well known and therefore need to rely more on the strength of your message than the power of your reputation, the indirect approach will probably be more successful. -Summary: Most persuasive messages use the indirect approach. The choice of approach is influenced by your position (or authority within the organization) relative to your audience's.

Maintaining Design Consistency

-Audiences start to assign meaning to visual elements beginning with your first slide. For instance, if the first slide presents the most important information in dark red, 36-point, Arial typeface, your audience will expect the same type treatment for the most important information on the remaining slides as well. Don't force viewers to repeatedly figure out the meaning of design elements by making arbitrary changes from slide to slide. -Fortunately, presentation software makes consistency easy to achieve, particularly for structured slide designs. You simply adjust the slide master using the colors, fonts, and other design elements you've chosen; these choices will then automatically show up on every slide in the presentation. In addition, you can maintain consistency by choosing a predefined layout from those available in your software—which helps ensure that bulleted lists, charts, graphics, and other elements show up in predictable places on each slide. Something as simple as switching from a single column of bullet points to two columns can cause problems for readers as they try to figure out the meaning of the new arrangement. The less work readers have to do to interpret your slide designs, the more attention they can give to your message.

Outlining Your Content

-Basic Outline Creates Logical and Effective Organization of: -Major Points -Supporting Details -Visualization of Relationships Among Various Parts -Alternatives -Use Organizational Chart -Use Mind Mapping -After you have chosen the best approach, it's time to figure out the most logical and effective way to present your major points and supporting details. Get into the habit of creating outlines when you're preparing business messages. You'll save time, get better results, and do a better job of navigating through complicated business situations. Even if you're just jotting down three or four key points, making an outline will help you organize your thoughts for faster writing. When you're preparing a longer, more complex message, an outline is indispensable because it helps you visualize the relationships among the various parts. You're no doubt familiar with the basic outline formats that identify each point with a number or letter and that indent certain points to show which ones are of equal status. A good outline divides a topic into at least two parts, restricts each subdivision to one category, and ensures that each subdivision is separate and distinct (see Figure 4.7). Another way to visualize the outline of your message is to create an organization chart similar to the charts used to show a company's management structure. Put the main idea in the highest-level box to establish the big picture. The lower-level ideas, like lower-level employees, provide the details. All the ideas should be logically organized into divisions of thought, just as a company is organized into divisions and departments. Using a visual chart instead of a traditional outline has many benefits. Charts help you (1) see the various levels of ideas and how the parts fit together, (2) develop new ideas, and (3) restructure your information flow. The mind-mapping technique used to generate ideas works in a similar way. Whichever outlining or organizing scheme you use, start your message with the main idea, follow that with major supporting points, and then illustrate these points with evidence.

Developing An Audience Profile

-Before audience members will take the time to read or listen to your messages, they have to be interested in what you're saying. They need to know the message is relevant to their needs—even if they don't necessarily want to read or see it. The more you know about your audience members, their needs, and their expectations, the more effectively you'll be able to communicate with them. Follow these steps to conduct a thorough audience analysis (see Figure 4.2): -Identify your primary audience. For some messages, certain audience members may be more important than others. Don't ignore the needs of less influential members, but make sure you address the concerns of the key decision makers. -Determine audience size and geographic distribution. A message aimed at 10,000 people spread around the globe will probably require a different approach than one aimed at a dozen people down the hall. -Determine audience composition. Look for similarities and differences in culture, language, age, education, organizational rank and status, attitudes, experience, motivations, biases, beliefs, and any other factors that might affect the success of your message (see Figure 4.3 on slide 16). -Gauge audience members' level of understanding. If audience members share your general background, they'll probably understand your material without difficulty. If not, your message will need an element of education to help people understand it. -Understand audience expectations and preferences. For example, will members of your audience expect complete details or just a summary of the main points? In general, for internal communication, the higher up the organization your message goes, the fewer details people want to see. -Forecast probable audience reaction. As you'll read later in the chapter, potential audience reaction affects message organization. If you expect a favorable response, you can state conclusions and recommendations up front and offer minimal supporting evidence. If you expect skepticism, you can introduce conclusions gradually and provide more proof. If audience members have different levels of understanding of the topic, aim your message at the most influential decision makers.

Major Categories of Interview Questions

-Behavioral: In contrast to generic questions that can often be answered with "canned" responses, behavioral interview questions require candidates to craft answers based on their own experiences and attributes. Because they measure actual behavior, behavioral questions are a better predictor of success on the job than traditional interview questions. -Situational: interview questions are similar to behavioral questions except they focus on how you would handle various situations that could arise on the job. The situations will relate closely to the job you're applying for, so the more you know about the position and the company, the better prepared you'll be. -Case and Take-Home Assessments: If you are interviewing at investment banks or management consulting firms, you are likely to encounter the case interview. Rather than a series of questions, the case interview presents you with one or more problems or questions to solve. -Stress: The most unnerving type of interview is the stress interview, during which you might be asked questions designed to unsettle you or might be subjected to long periods of silence, criticism, interruptions, or even hostile reactions by the interviewer. The theory behind this approach is that you'll reveal how well you handle stressful situations, although some experts question whether the technique is valuable or even ethical.

Drafting Website Content

-Build Audience Trust -Inverted Pyramid Style -Use Easily Readable Chunks of Information -Present in a Concise, Skimmable Format -Use Direct and Concise Link Names -Adapt Content for a Global Audience Everything you know about effective writing applies to web content, but keep these extra points in mind as well (see Figure 7.6): -Take special care to build trust with your intended audiences, as careful readers can be skeptical of online content. Make sure your content is accurate, current, complete, and authoritative. -Wherever you can, use the inverted pyramid style, in which you briefly cover the most important information first and then gradually reveal successive layers of detail—letting readers choose to see those additional layers if they want to. -Help readers absorb information by breaking it into small, self-contained, easily readable chunks that are linked together logically. Many readers don't have the patience to read lengthy pages online. -Present your information in a concise, skimmable format. Effective websites use a variety of means to help readers skim pages quickly, including lists, careful use of color and boldface, informative headings, and helpful summaries that give readers a choice of learning more if they want to. -Use direct and concise link names that serve for both site navigation and content skimming. Above all else, clearly identify where a link will take readers. Don't use cute wordplay that obscures the content, and don't force readers to click through in order to figure out where they're going. -As much as possible, adapt your content for a global audience. Translating content is expensive, however, so some companies compromise by localizing the homepage while keeping the deeper, more detailed content in its original language. Info on figure 7.6: -The first two paragraphs provide helpful context for the specific task in question. -The third paragraph offers an alternative for people who are unable to use the information provided on this page. -The two subheadings deliver on the "promise" made by the main page heading. -This navigation panel shows the hierarchy of information in this section and makes it easy to reach specific pages. -The third-level subheadings (in blue) provide access to specific task steps and offer a quick summary of the topics in each section. -A feedback link lets visitors provide information that could be used to improve the quality of the webpage content.

Creating an Online Résumé

-Career Management Tool -Take Advantage of Social Networking -Provide Your Résumé to Employers A variety of online résumé formats, variously referred to as e-portfolios, interactive résumés, or social media résumés, provide the opportunity to create a dynamic, multimedia presentation of your qualifications. You can expand on the information contained in your basic résumé with links to projects, publications, screencasts, online videos, course lists, blogs, social networking profiles, and other elements that give employers a more complete picture of who you are and what you can offer. You have a number of options for hosting an online résumé. Start with your college's career center; many such centers offer hosting for e-portfolios, for example, where you can showcase your academic achievements. You can also choose one of the commercial résumé hosting services, such as LinkedIn. In addition to being free (for basic services, at least), these sites provide easy-to-use tools for creating your online profile. You can also use them to peruse examples of various résumés, from students just about to enter the workforce full time all the way up to corporate CEOs. Regardless of the approach you take to creating an online résumé, keep these helpful tips in mind: -Remember that your online presence is a career management tool-The way you are portrayed online can work for you or against you, and it's up to you to create a positive impression. -Take advantage of social networking-Use whatever tools are available to direct people to your online résumé, such as including your URL in your Twitter profile. -During the application process, don't expect or ask employers to retrieve a résumé from a website-Submit your résumé using whatever method and medium each employer prefers. If employers then want to know more about you, they will likely do a web search on you and find your site, or you can refer them to your site in your résumé or application materials.

Using Words Effectively

-Choose strong, precise words. Choose words that express your thoughts clearly and specifically. If you find yourself using a lot of adjectives and adverbs, you're probably trying to compensate for weak nouns and verbs. -Choose familiar words. You'll communicate best with words that are familiar to both you and your readers. Efforts to improve a situation certainly can be ameliorative, but saying they are helpful is more effective. -Avoid clichés, and use buzzwords carefully. Although familiar words are generally the best choice, avoid clichés—once-colorful terms and phrases so common that they have lost some of their power to communicate. Buzzwords, newly coined terms often associated with technology, business, or cultural changes, are more difficult to handle than clichés because in small doses and in the right situations, buzzwords can be useful. Buzzwords can signal that you're an insider, someone in the know. Can quickly become cliches. When people use clichés & overuse buzzwords, they often sound as though they don't know how to express themselves otherwise and don't invest the energy required for original writing. -Use jargon carefully. Jargon, the specialized language of a particular profession or industry, has a bad reputation, but it's not always bad. Using jargon is often an efficient way to communicate within the specific groups that understand these terms. -Choose strong, precise words -Choose familiar words -Avoid clichés, and use buzzwords carefully -Use jargon carefully

Writing Clearly (2 of 2)

-Cite numbers and dates in local formats. Various countries use different formats for numbers and dates, so it's important to know what your readers expect. In the U.S, for example, 12-05-22 refers to December 5 in the year 2022, but in many other countries, it means May 12. Dates in Japan and China are usually expressed with the year first, followed by the month and then the day; therefore, to write December 5, 2018, in Japan, write it as 2018-12-05. Similarly, in the U.S and Great Britain, 1.000 means one with three decimal places, but it means one thousand in many European countries. -Avoid slang and idiomatic phrases. Slang and idiomatic phrases—sayings that mean more than the sum of their literal parts—usually don't travel well across languages. For instance, complimenting someone for a "killer idea" makes sense to many U.S. English speakers, but it would make little sense to someone who knows only the literal meaning of the word killer. Similarly, your audience may have no idea what you're talking about if you use "knocked one out of the park," "more bang for the buck," and other idiomatic phrases. -Generally, avoid humor and references to popular culture. Jokes and references to popular entertainment often rely on culture-specific info that might be completely unknown to your audience.

Presenting a Professional Image

-Clothing and grooming are important elements of preparation because they reveal something about a candidate's personality, professionalism, and ability to sense the unspoken "rules" of a situation. Your research into various industries and professions should give you insight into expectations for business attire. If you're not sure what to wear, ask someone who works in the same industry or even visit the company at the end of the day and see what employees are wearing as they leave the office. You don't need to spend a fortune on interview clothes, but your clothes must be clean, pressed, and appropriate. The following look will serve you well in most interview situations: -Neat, "adult" hairstyle. -For more formal environments, a conservative business suit (for women, that means no exposed midriffs, short skirts, or plunging necklines) in a dark solid color or a subtle pattern such as pinstripes; white shirt and understated tie for men; coordinated blouse for women. -For less formal environments, smart-looking "business casual," including a pressed shirt or blouse and nice slacks or a skirt. -Limited jewelry (men, especially, should wear very little jewelry). -No visible piercings other than one or two earrings (for women only). -No visible tattoos, although this expectation is changing in some industries. -Stylish but professional-looking shoes (no extreme high heels or casual shoes). -Clean hands and nicely trimmed fingernails. -Little or no perfume or cologne (some people are allergic and many people are put off by strong smells). -Subtle makeup (for women). -Exemplary personal hygiene. Summary: -Neat, "Adult" Hairstyle -Conservative Business Suit for Formal Settings -Smart-Looking "Business Casual" For Less Formal Settings -Limited Jewelry -No Visible Tattoos or Piercings -Stylish, Professional-Looking Shoes -Clean Hands and Trimmed Fingernails -Little or No Perfume or Cologne -Subtle Makeup -Exemplary Personal Hygiene

Explain the power of business images, discuss six principles of graphic design that help ensure effective visuals, and explain how to avoid ethical lapses when using visuals. (3 of 3)

-Communicators are responsible for avoiding both intentional and unintentional ethical lapses when using visual elements. Can avoid these lapses by: 1. Considering all possible interpretations—and misinterpretations—of their messages and avoiding design choices that could lead to unwanted interpretations. 2. Providing sufficient context, whether visual or verbal, for audiences to understand the meaning and significance of visuals. 3. Not hiding or minimizing negative information that runs counter to their arguments. 4. Not exaggerating information that supports their arguments. 5. Not oversimplifying complex situations by hiding complications that are relevant to the audience's understanding. 6. Not implying cause-and-effect relationships without providing proof that they exist. 7. Avoiding emotional manipulation or other forms of coercion. 8. Being careful with the way they aggregate data. (3 of 3)

The Challenges of Intercultural Communication

-Connecting with and Motivating Diverse Employees -Fostering Harmony in Diverse Teams -Ensuring that Messages are Sent, Received, and Properly Encoded. -Supervisors face the challenge of connecting with these diverse employees, motivating them, and fostering cooperation and harmony among them. Teams face the challenge of working together closely, and companies are challenged to coexist peacefully with business partners and with the community as a whole. -Elements of human diversity can affect every stage of the communication process, from the ideas a person deems important enough to share to the habits and expectations of giving feedback. In particular, your instinct is to encode your message using the assumptions of your culture. Members of your audience, however, decode your message according to the assumptions of their culture. The greater the difference between cultures, the greater the chance for misunderstanding.

Using Informal Techniques

-Consider the audience's perspective. Put yourself in the audience's position. What are these people thinking, feeling, or planning? What information do they need to move forward? If you are initiating a conversation in a social media context, what information will stimulate discussion among your target communities? -Listen to the community. For almost any subject related to business these days, chances are there is a community of customers, product enthusiasts, or other people who engage in online discussions. Find them and listen to what they have to say. -Read reports and other company documents. Annual reports, financial statements, news releases, blogs by industry experts, marketing reports, and customer surveys are just a few of the many potential information sources. Find out whether your company has a knowledge management system, a centralized database that collects the experiences and insights of employees throughout the organization. -Talk with supervisors, colleagues, or customers. Fellow workers and customers may have information you need, or they may have good insights into the needs of your target audience. -Ask your audience for input. If you're unsure what audience members need from your message, ask them, if possible. Admitting you don't know but want to meet their needs will impress an audience more than guessing and getting it wrong. If a project doesn't require formal research techniques, or if you need answers in a hurry, you can use a variety of informal techniques to gather the information your audience needs.

Business Applications of Microblogging

-Customer Service -Social Networking and Crowdsourcing -Integration with Other Social Media -Encourage Spontaneous Communication -Integral Part of Overall Communication Strategy -A microblog (such as Twitter) is a variation on blogging in which messages are sharply restricted to specific character counts. Twitter has a more distinct social component than blogging, which gives the system some of the advantages of social networking. -Customer service is also becoming a popular use for Twitter, thanks to its ease and speed and the option of switching between public tweets and private direct messages as the situation warrants. Even if a company doesn't want to use Twitter as a customer service channel, it should monitor the system to look for complaints or questions from customers, many of whom use Twitter these days to ask for help or publicize their disappointment. -The social networking aspect of Twitter and other microblogs also makes them good for crowdsourcing research questions: asking one's followers for input or advice. Finally, the ease of retweeting, the practice of forwarding messages from other Twitter users, is the microblogging equivalent of sharing other content from other bloggers via content curation. -In addition to its usefulness as a standalone system, Twitter is integrated with other social media systems and a variety of publishing and reading tools and services. Many of these make use of the informal Twitter feature known as the hashtag (the # symbol followed by a word or phrase), which makes it easy for people to label and search for topics of interest and to monitor ongoing Twitter conversations about particular topics. As Starbucks discovered, however, hashtags can turn into "bashtags" when members of the public use a hashtag campaign to ridicule or criticize a company (see page 205). -Although microblogs are designed to encourage spontaneous communication, when you're using the medium for business communication, don't just tweet whatever pops into your head. Make sure messages are part of your overall communication strategy. Twitter followers consider tweets that are entertaining, surprising, informative, or engaging (such as asking followers for advice) as the most valuable. In contrast, the least-valuable tweets tend to be complaints, conversations between the Twitter account owner and a specific follower, and relatively pointless messages such as saying "good morning."

Tips for Effective Business Tweets

-Define your purpose and maintain the theme. -Keep up with regular tweets. -Don't be careless in writing style. -Use hashtags. -Link Twitter with other digital channels. -Before you start a business-oriented Twitter account, clarify your purpose or theme and stick to it as you begin to tweet. Hashtags are a great way to find tweets on specific topics and to label your tweets so others can find them. Retweeting is the microblogging equivalent of content curation. -As with a blog, define the purpose of your Twitter account, and maintain that theme over time. -Keep up a regular flow of tweets so that you don't fall off your audience's radar. -Don't slip into careless writing; remember that it's still business communication. -Use hashtags if you are tweeting on topics that people are likely to search for, but use them sparingly—tweets clogged with multiple hashtags are not inviting to read. -Link Twitter with your other digital channels, such as using Twitter to announce new blog posts. -Curate content from other Twitter accounts by retweeting messages that your followers will appreciate. -Explore your followers' timelines to see what interests them and use these insights to shape your Twitter content plan. -Tag other users by including their Twitter name in tweets, but do so carefully; not everyone appreciates getting pulled into Twitter conversations. -Move conversations to direct messaging (private messages) when appropriate. Microblog: -Many of the concepts of regular blogging apply. - severe length limitations. -include short summaries or teasers that provide links to more info. -have a stronger social aspect that makes it easier for writers and readers to forward messages and for communities to form around individual writers. So Microblogging: -Like regular blogging, microblogging caught on quickly. -now a mainstream business medium. -used for virtually all of the blog applications. -frequently used for providing company updates, offering coupons and notices of sales, tips on product usage, sharing relevant/interesting info from experts, announcing the headlines of new blog posts, engaging with customers, and serving as the backchannel in meetings and presentations.

Planning Questions of Your Own &Boosting Your Confidence (with 19.4 part 1)

-Demonstrate Your Understanding -Steer the Discussion -Evaluate the Opportunity -Meet Interviewers' Expectations -Remember that an interview is a two-way conversation: The questions you ask are just as important as the answers you provide. By asking insightful questions, you can demonstrate your understanding of the organization, steer the discussion into areas that allow you to present your qualifications to best advantage, and verify for yourself whether this is a good opportunity. Plus, interviewers expect you to ask questions, and they look negatively on candidates who don't have any questions to ask. For good questions that you might use as a starting point, see Table 19.4. -Remind Yourself of the Value You Bring to the Employer -Emphasize Your Positive Traits -Highlight Individual Strengths -Focus on How You Can Help the Organization Succeed -Demonstrate Your Preparedness -Interviewing is stressful for everyone, so some nervousness is natural. However, you can take steps to feel more confident. Start by reminding yourself that you have value to offer the employer and that the employer already thinks highly enough of you to invite you to an interview. -If some aspect of your appearance or background makes you uneasy, correct it if possible or offset it by emphasizing positive traits such as warmth, wit, intelligence, or charm. Instead of dwelling on your weaknesses, focus on your strengths. Instead of worrying about how you will perform in the interview, focus on how you can help the organization succeed. As with public speaking, the more prepared you are, the more confident you'll be.

Finding Your Focus

-Discovery Techniques -Free Writing -Express Ideas as They Come -Sketching Think Visually You may encounter situations in which the assignment or objective is so vague that you have no idea how to get started in determining what the audience needs to know. In such cases you can use some discovery techniques to help generate ideas and uncover possible avenues to research. One popular technique is free writing, in which you write whatever comes to mind, without stopping to make any corrections, for a set period of time. -The big advantage of free writing is that you silence your "inner critic" and just express ideas as they come to you. You might end up with a rambling mess by any conventional measure, but that's not important. Within that tangle of expressions, you might also find some useful ideas and angles that hadn't occurred to you yet—perhaps the crucial idea that will jumpstart the entire project. The best discovery option in some cases might not be writing at all, but rather sketching. If you're unable to come up with any words, grab a sketchpad and start drawing. While you're thinking visually, your brain might release some great ideas that were trapped behind words.

Nonverbal Communication

-Don't assume that the gestures you grew up with will translate to another culture; doing so could lead to embarrassing mistakes. When you have the opportunity to interact with people in another culture, the best advice is to study the culture in advance and then observe the way people behave in the following areas: -Greetings: Do people shake hands, bow, or kiss lightly (on one side of the face or both)? Do people shake hands only when first introduced or every time they say hello or goodbye? -Personal space: When people are conversing, do they stand closer together or farther apart than you are accustomed to? -Touching: Do people touch each other on the arm to emphasize a point or slap each other on the back to show congratulations? Or do they refrain from touching altogether? -Facial expressions: Do people shake their heads to indicate "no" and nod them to indicate "yes"? Though this is done in the US, it isn't universal. -Eye contact: Do people make frequent eye contact or avoid it? Frequent eye contact is often taken as a sign of honesty and openness in the U.S, but in other cultures it can be a sign of aggressiveness or disrespect. -Posture:Do people slouch and relax in the office and in public, or do they sit up and stand up straight? -Formality:In general, does the culture seem more or less formal than yours?

Managing the Organizational Challenges of Social Media

-Don't overload with social media tasks. -Limit unproductive time on social media. -Prevent sharing of private or inappropriate material. -Create a cohesive social media voice. -Discourage private groups on internal networks. -Making sure employees aren't overloaded with social media tasks, such as being expected to develop content or respond to incoming messages while carrying a full load of other tasks. -Discouraging employees from spending too much unproductive time on social media. -Preventing employees from sharing inappropriate material or confidential information. -Making sure the company has a cohesive voice in social media, where the messages going out on various channels don't contradict one another. -Discouraging the emergence of private groups or channels that use internal social networks specifically to exclude some employees.

Wolff Olins (www.wolffolins.com)

-Dramatic tension-the need to know how a story is going to turn out. If you care about the person in the story, chances are you'll want to stick around to the end. (watching a movie, reading a book, listening to a friend) -Storytelling is at the heart of some of the most-effective communication efforts. (TV commercials, speeches) Hot topic in business communication field. (More professionals see the power of storytelling) -Pakistani writer Mohsin Hamid (one of the most respected novelists & essayists of his generation) expert storyteller. 2nd career as chief storytelling officer (CSO) for Wolff Olins (international creativity consultancy based in London). He aids business professionals & execs use storytelling to engage with both external & internal audiences. -Company heard from many top execs about troubles conveying a clear sense of the companies' purpose to employees. Thus empowering them to apply their individual creative energies to reaching the purpose. Hamid's response, "It's unrealistic expecting execs to give everyone in the organization explicit task assignments. Instead execs can tell the company's story (where it came from, reasons for existing & its direction). This aids employees in aligning their efforts in the shared mission". -Hamid advises execs to engage in strategic storytelling at 3 key stages of a company's evolution: when it's first launched, so everyone knows where & how the company intends to grow; whenever major changes occur, so everyone understands how the narrative has changed; & whenever the company's growth trajectory stalls, to reiterate what the company stands for & how it can overcome the odds. Say it's facing new competition (the CEO could relate a story from the company's past about how people came together, finding better ways to satisfy customers & thereby protect the business. -Business storytelling has an important personal angle as well. Can map out your career using storytelling. When interviewing for jobs you should be prepared in case an interviewer pops the question, "So, what's your story?" By visualizing a satisfying ending to your own career story, you'll have a better idea of what it takes to get there. Narrative techniques can be an effective way to organize messages in a surprising number of business situations, from recruiting and training employees to enticing investors and customers. Storytelling is such a vital means of communicating that, in the words of the management consultant Steve Tobak, "It's hard to imagine your career going anywhere if you can't tell a story." Fortunately, you've been telling stories all your life, so narrative techniques already come naturally to you; now it's just a matter of adapting those techniques to business situations.

Keeping Your Résumé Honest

-Education -Employment History -References -Criminal Records -Estimates vary, but one comprehensive study uncovered lies about work history in more than 40 percent of the résumés tested. And dishonest applicants are getting bolder all the time—going so far as to buy fake diplomas online, pay a computer hacker to insert their names into prestigious universities' graduation records, and sign up for services that offer phony employment verification or phony references. "It's becoming common to cheat," observes Professor George Gollin of the University of Illinois, Urbana, mentioning the 200,000 fake college degrees sold every year as one example. -Applicants with integrity know they don't need to stoop to lying. If you are tempted to stretch the truth, bear in mind that professional recruiters have seen all sorts of fraud by job applicants, and frustrated employers are working aggressively to uncover the truth. Nearly all employers do some form of background checking, from contacting references and verifying employment to checking criminal records and sending résumés through verification services. Employers are also beginning to craft certain interview questions specifically to uncover dishonest résumé entries. -Résumé fraud has reached epidemic proportions, but employers are fighting back with more rigorous screening techniques. -Most companies refuse to hire applicants if they find lies on their resumes, even if that means withdrawing formal job offers. Given the networked nature of today's job market, lying on a résumé could haunt you for years—and you could be forced to keep lying throughout your career to hide the misrepresentations on your original résumé.

Report Writer's Notebook: Analyzing a Formal Report" Background

-Electrovision's main product is optical character recognition equipment, which is used by the U.S. Postal Service for sorting mail. Moreno's job is to help analyze the company's costs. -Moreno said this about report: For the past 3 or 4 yrs, Electrovision has been on a roll. Our A-12 optical character reader was a real breakthrough, and the post office grabbed up as many as we could make. Our sales and profits kept climbing, and morale was fantastic. Everybody seemed to think that the good times would last forever. Unfortunately, everybody was wrong. When the Postal Service announced that it was postponing all new equipment purchases because of cuts in its budget, we woke up to the fact that we are essentially a one-product company with one customer. At that point, management started scrambling around looking for ways to cut costs until we could diversify our business a bit. The VP of operations, Dennis McWilliams, asked me to help identify cost-cutting opportunities in travel and entertainment. On the basis of his personal observations, he felt that Electrovision was overly generous in its travel policies and that we might be able to save a significant amount by controlling these costs more carefully. My investigation confirmed his suspicion. I was reasonably confident that my report would be well received. I've worked with Dennis for several years and know what he likes: plenty of facts, clearly stated conclusions, and specific recommendations for what should be done next. I also knew that my report would be passed on to other Electrovision executives, so I wanted to create a good impression. I wanted the report to be accurate and thorough, visually appealing, readable, and appropriate in tone. -Moreno based the organization on conclusions and recommendations presented in direct order. The first two sections of the report correspond to Moreno's two main conclusions: that Electrovision's travel and entertainment costs are too high and that cuts are essential. The third section presents recommendations for achieving better control over travel and entertainment expenses.

Planning Email Messages & Writing Email Content

-Ensure Message Has a Valid, Business-Related Purpose -Comply With Employer Policies and Ethics Employ Planning Process: -Analyze Situation -Gather Information -Organize Message -The solution to email overload starts in the planning step, by making sure every message has a valid, business-related purpose. Also, be aware that many companies now have formal email policies that specify how employees can use email, including restrictions against using the company email service for personal messages, sending confidential information, or sending material that might be deemed objectionable. In addition, many employers now monitor email, either automatically with software programmed to look for sensitive content or manually via security staff actually reading selected email messages. Regardless of formal policies, every email user has a responsibility to avoid actions that could cause trouble, from downloading virus-infected software to sending inappropriate photographs. -Even with fairly short messages, spend a moment or two on the message planning tasks described in Chapter 4: analyzing the situation, gathering necessary information for your readers, and organizing your message. You'll save time in the long run because you will craft a more effective message on the first attempt. Your readers will get the information they need and won't have to generate follow-up messages asking for clarification or additional information. Business Communication: -Higher expectation of quality -Informative and compelling subject lines -Opening words extend subject lines -Make message easy to skim -Use emoticons wisely and sparingly -Business email is a more formal medium than you are probably accustomed to with email for personal communication (see Figure 7.3). The expectations of writing quality for business email are higher than for personal email, and the consequences of bad writing or poor judgment can be much more serious. -Example, email messages and other digital documents have the same legal weight as printed documents, and they're often used as evidence in lawsuits and criminal investigations. -The email subject line might seem like a small detail, but it is actually one of the most important parts of an email message because it helps recipients decide which messages to read and when to read them. To capture your audience's attention, make your subject lines informative and compelling. Go beyond simply describing or classifying your message; use the opportunity to build interest with keywords, quotations, directions, or questions. -In addition, many email programs display the first few words or lines of incoming messages, even before the recipient opens them. As noted by the social media public relations expert Steve Rubel, you can "tweetify" the opening lines of your email messages to make them stand out. In other words, choose the first few words carefully to grab your reader's attention. Think of the first sentence as an extension of your subject line. -As a lean medium, email can present challenges when you need to express emotional nuances, whether positive or negative. For years, users of email (as well as messaging and text messaging) have used a variety of emoticons to express emotions in casual communication. -In past years, the use of emoticons was widely regarded as unprofessional and therefore advised against in business communication. Recently, though, an increasing number of professionals seem to be using them, particularly for communication with close colleagues, even as other professionals continue to view them as evidence of lazy or immature writing. In the face of these conflicting perspectives, the best advice is to use caution. Avoid emoticons for all types of external communication and for formal internal communication, and avoid those bright yellow graphical emoticons (and particularly animated emoticons) in all business communication.

Handling Questions Responsively

-Establishing Ground Rules -Preparing to Answer Questions -Noticing Nonverbal Signals -Whether you take questions during a formal question-and-answer (Q&A) period or as they come up during your presentation, audience queries are often one of the most important parts of a presentation. They give you a chance to obtain important information, to emphasize your main idea and supporting points, and to build enthusiasm for your point of view. When you're speaking to high-ranking executives in your company, the Q&A period will often consume most of the time allotted for your presentation. -Note that you may not always have the option of establishing ground rules for Q&A. If you're presenting to a small group of upper managers or potential investors, for example, you'll probably have no say in the matter: Audience members will likely ask as many questions as they want, whenever they want, to get the information they need. On the other hand, if you are presenting to your peers or a large public audience, establish some guidelines, such as the number of questions allowed per person and the overall time limit for questions. -Don't assume you can handle whatever comes up without some preparation. Learn enough about your audience members to get an idea of their concerns and think through answers to potential questions. -When people ask questions, pay attention to nonverbal signals to help determine what each person really means. Repeat the question to confirm your understanding and to ensure that the entire audience has heard it. If the question is vague or confusing, ask for clarification; then give a simple, direct answer. -Responding to Difficult Questions -Controlling Your Presentation -Controlling Your Emotions -If you're asked a difficult or complex question, avoid the temptation to sidestep it. Offer to meet with the questioner afterward if the issue isn't relevant to the rest of the audience or if giving an adequate answer would take too long. If you don't know the answer, don't pretend you do. Instead, offer to get a complete answer as soon as possible or ask if someone else can offer information on the topic. -Be on guard for audience members who use questions to make impromptu speeches or to take control of your presentation. Without offending anyone, find a way to stay in control. You might admit that you and the questioner have differing opinions and, before calling on someone else, offer to get back to the questioner after you've done more research. -If a question ever puts you on the hot seat, respond honestly but keep your cool. Look the person in the eye, answer the question as well as you can, and keep your emotions under control. Defuse hostility by paraphrasing the question and asking the questioner to confirm that you've understood it correctly. Maintain a businesslike tone of voice and a pleasant expression. -When the time allotted for your presentation is almost up, prepare the audience for the end by saying something like, "We have time for one more question." After you reply to that last question, summarize the main idea of the presentation and thank people for their attention. Conclude with the same confident demeanor you've had from the beginning.

Distributing Reports and Proposals

-For physical distribution of important printed reports or proposals, consider spending the extra money for a professional courier or package delivery service. Doing so can help you stand out in a crowd, and it lets you verify receipt. Alternatively, if you've prepared the document for a single person or small group in your office or the local area, delivering it in person will give you the chance to personally "introduce" the report and remind readers why they're receiving it. -For digital distribution, unless your audience specifically requests a word processor file, provide documents as portable document format (PDF) files. Using Adobe Acrobat or similar products, you can quickly convert reports and proposals to PDF files that are easy to share digitally. PDFs are generally considered safer than word processor files, but keep in mind that they can also be used to transmit computer viruses. -If your company or client expects you to distribute your reports via a web-based content management system, a shared workspace, or some other online location, double-check that you've uploaded the correct file(s) to the correct location. Verify the on-screen display of your reports after you've posted them, making sure graphics, charts, links, and other elements are in place and operational. -For a reminder of the tasks involved in producing formal reports and proposals, see "Checklist: Producing Formal Reports and Proposals." Prefatory parts -Use your company's standard report covers, if available. -Include a concise, descriptive title on the cover. -Include a title fly only if you want an extra-formal touch. -On the title page, list (1) the report title; (2) the name, title, and address of the group or person who authorized the report; (3) the name, title, and address of the group or person who prepared the report; and (4) the date of submission. -Include a copy of the letter of authorization, if appropriate. -If responding to an RFP, follow its instructions for including a copy or referring to the RFP by name or tracking number. -Include a letter of transmittal that introduces the report. -Provide a table of contents in outline form, with headings worded exactly as they appear in the body of the report. -Include a list of illustrations if the report contains a large number of them. -Include a synopsis (brief summary of the report) or an executive summary (a condensed, "mini" version of the report) for longer reports. Body of the report -Draft an introduction that prepares the reader for the content that follows. -Provide information that supports your conclusions, recommendations, or proposals in the body of the report. -Don't overload the body with unnecessary detail. -Close with a summary of your main idea. Supplementary parts -Use appendixes to provide supplementary information or supporting evidence. -List in a bibliography any secondary sources you used. -Provide an index if your report contains a large number of terms or ideas and is likely to be consulted over time.

The Body of a Proposal & The Close of a Proposal

-Gives Details on the Proposed Solution -Specifies Anticipated Results -Promotes Offering in a Persuasive Manner -Maintains Objective Tone -Avoids Overselling -The proposal's body gives complete details on the proposed solution and specifies the anticipated results. Because a proposal is by definition a persuasive message, your audience expects you to promote your offering in a confident, professional manner. Even when you're expressing an idea you believe in passionately, be sure to maintain an objective tone so that you don't risk overselling your message. -Summarizes Key Points -Emphasizes Benefits -Summarizes Merits of Your Approach -Restates Why You Should Perform Job -Asks for a Decision from Readers -Last Chance to Persuade Reader to Accept Proposal -The close of a proposal generally summarizes the key points, emphasizes the benefits readers will realize from your solution, summarizes the merits of your approach, restates why you and your firm are the ones to perform the service or provide the products in question, and asks for a decision from readers. The close is your last opportunity to persuade readers to accept your proposal. In both formal and informal proposals, make this section relatively brief, assertive (but not brash or abrupt), and confident. -See Table 15.1 for a summary of the content to include in reports and proposals. You can use this table as a handy reference whenever you need to write a report in school or on the job.

Creating Effective Handouts

-Handouts, any printed materials you give the audience to supplement your talk, should be considered an integral part of your presentation strategy. Plan them in tandem with your presentation slides so that you use each medium as effectively as possible. Your presentation should paint the big picture, convey and connect major ideas, set the emotional tone, and rouse the audience to action (if that is relevant to your talk). Your handouts can then carry the rest of the information load, providing the supporting details that audience members can consume at their own speed, on their own time. You won't need to worry about stuffing every detail into your slides because you have the more appropriate medium of printed documents to do that. Possibilities for good handout content Recommendations: -Complex charts and diagrams. Charts and tables that are too unwieldy for the screen or that demand thorough analysis make good handouts. -Articles and technical papers. Magazine articles that supplement the information in your presentation make good handout materials, as do technical papers that provide in-depth coverage of the material you've highlighted in your presentation. -Case studies. Summaries of business case studies can make good supplemental reading material. -Recommended resources. Lists of websites, blogs, and other online resources related to your topic can be useful. For each source, provide a URL and a one- or two-sentence summary of its content. -Copies of presentation slides. Audiences often like to have print versions of the slides used by a speaker, containing the speaker's comments about each slide and blank lines for note taking. Use the page and print setup options in your software to choose the more useful arrangement.

Make Your Reports Easier To Read & Drafting Report Content

-Headings improve a document's readability and are especially useful for identifying the framework of a report. They also visually indicate shifts from one idea to the next and, when used in a combination of levels, help readers see the relationship between subordinate and main ideas. -Transitions help readers move from one section of a report to the next and from key point to key point within sections. Transitions can be words, sentences, or complete paragraphs. -Preview sections introduce important topics by helping readers get ready for new information; they are particularly helpful when the information is complex, unexpected, or unfamiliar. Review sections come after a body of material and summarize the information just covered. They help readers absorb details while keeping track of the big picture. -L O 15.2 Name five characteristics of effective report content, and list the topics commonly covered in the introduction, body, and close of formal reports. -With a clear picture of how you need to adapt to your audience, you're ready to begin composing your first draft. Before you put those first words down on paper, though, review your outline one last time. Verify that the organization you've chosen makes sense, given everything you've learned about your topic so far. Also, review the wording of the headings and subheadings to make sure they establish the right tone. For a hard-hitting, direct tone, use informative phrasing ("Quality Problems Result in Nearly 500 Customer Defections Every Year"). For an objective, indirect tone, use descriptive phrasing ("Effects of Product Quality on Customer Retention").

Using Plain Language

-Helps Audience Easily Grasp Meaning -Supports the "You" Attitude -Shows Respect for Audience -Increases Productivity -Helps Diverse, Global Audiences -An important aspect of creating a conversational tone is using plain language (or plain English specifically when English is involved). Plain language presents information in a simple, unadorned style that allows your audience to easily grasp your meaning—language that recipients "can read, understand, and act upon the first time they read it." You can see how this definition supports using the "you" attitude and shows respect for your audience. In addition, plain language can make companies more productive and more profitable because people spend less time trying to figure out messages that are confusing or aren't written to meet their needs. Plain language is also easier for nonnative speakers to read, a major benefit when you're addressing diverse, global audiences. Example: -Creative Commons, a not-for-profit organization that provides content creators with an alternative to traditional copyright law, offers a great example of adapting to readers with plain language. Its licensing terms are available in three versions: a complete "legal code" document that spells out contractual details in specific legal terms that meet the needs of legal professionals, a "human readable" version that explains the licensing terms in nontechnical language that anyone can understand, and a "machine readable" version fine-tuned for search engines and other systems. -The introductory sentence expresses the main idea, that the licenses are built in three layers (note that "use" would be a simpler alternative to "incorporate"). -The paragraph on the "human readable version explains why it exists and whom it benefits. -The purpose and function of the "machine readable version are less obvious than in the other two versions, so this paragraph offers a more extensive explanation. -The notion of three layers is carried through the text and reinforced with the diagram.

Guidelines for Adapting to Any Business Culture

-Here are four general guidelines that can help all business communicators improve their cultural competency: -Become aware of your own biases. Successful intercultural communication requires more than just an understanding of the other party's culture; you need to understand your own culture and the way it shapes your communication habits. For instance, knowing that you value independence and individual accomplishment will help you communicate more successfully in a culture that values consensus and group harmony. -Be careful about applying the "Golden Rule." You probably heard this growing up: "Treat people the way you want to be treated." The problem with the Golden Rule is that other people don't always want to be treated the same way you want to be treated, particularly across cultural boundaries. The best approach: Treat people the way they want to be treated. -Exercise tolerance, flexibility, and respect. As IBM's Ron Glover puts it, "To the greatest extent possible, we try to manage our people and our practices in ways that are respectful of the core principles of any given country or organization or culture." -Practice patience and maintain a sense of humor. Even the most committed and attuned business professionals can make mistakes in intercultural communication, so it is vital for all parties to be patient with one another. As business becomes ever more global, even people in the most tradition-bound cultures are learning to deal more patiently with outsiders and to overlook occasional cultural blunders. A sense of humor is a helpful asset as well, allowing people to move past awkward and embarrassing moments. When you make a mistake, simply apologize and, if appropriate, ask the other person to explain the accepted way; then move on.

Contextual Differences

-High-context cultures rely heavily on nonverbal actions and environmental setting to convey meaning; low-context cultures rely more on explicit verbal communication. -Contextual differences are apparent in the way businesspeople approach situations such as decision making, problem solving, negotiating, interacting among levels in the organizational hierarchy, and socializing outside the workplace. For instance, businesspeople in low-context cultures tend to focus on the results of the decisions they face, a reflection of the cultural emphasis on logic and progress (for example, "Will this be good for our company? For my career?"). In comparison, higher-context cultures emphasize the means or the method by which a decision will be made. Building or protecting relationships can be as important as the facts and info used in making the decisions. -High-Context cultures: For instance, a Chinese speaker often expects the receiver to discover the essence of a message & uses indirectness and metaphor to provide a web of meaning. High-context (Indirect). The rules of everyday life are rarely explicit; instead, as individuals grow up, they learn how to recognize situational cues (such as gestures and tone of voice) and how to respond as expected. The primary role of communication in high-context cultures is building relationships, not exchanging info. -Low-Context cultures: Low-context (Direct). For example, the U.S. Such cultures rules and expectations are usually spelled out through explicit statements. The primary task of communication in low-context cultures is exchanging info. -Consequently, negotiators working on business deals in such cultures may spend most of their time together building relationships rather than hammering out contractual details. The distinctions between high and low context are generalizations, of course, but they are important to keep in mind as guidelines. Communication tactics that work well in a high-context culture may backfire in a low-context culture and vice versa.

Emotion Recognition Software pg 344

-How can you judge the audience's reaction? -A range of artificial intelligence software tools that attempt to measure people's emotional states based on their facial gestures or voice tones. -Capability is being incorporated into mobile apps and other systems to measure such things as emotional reactions to TV commercials and other video material, stress levels, and emotional states as people interact with new products. -Technology also holds some promise for people on the autism spectrum who have difficulty deciphering emotions from facial gestures. -Emotion recognition has to navigate some complex issues surrounding ethics, privacy, accuracy, and what might be called the "creepiness factor" of knowing that a device is trying to read your feelings.

Structuring the Message

-Identify the main idea: The main idea helps you establish the goals and general strategy of the message, and it summarizes two vital considerations: (1) what you want your audience members to do or think and (2) why they should do so. Everything in your message should either support the main idea or explain its implications. As discussed earlier, the direct approach states the main idea quickly and directly, whereas the indirect approach delays the main idea until after the evidence is presented. -Assemble major supporting points: You need to support your main idea with major points that clarify and explain the main idea in concrete terms. If your purpose is to inform and the material is factual, your major points may be based on something physical or financial—something you can visualize or measure, such as activities to be performed, functional units, spatial or chronological relationships, or parts of a whole. When describing a process: -Major points are almost inevitably steps in the process. When describing an object: -Major points often correspond to the parts of the object. When giving a historical account: -Major points represent episodes in the chronological chain of events. When persuading or collaborating: -Select major points that develop a line of reasoning or a logical argument that proves your central message & motivates your audience to act. -Gather compelling examples & evidence: After you've defined the main idea and identified major supporting points, think about examples and evidence that can confirm, illuminate, or expand your supporting points. Choose examples and evidence carefully so that these elements support your overall message without distracting or overwhelming your audience. One good example, particularly if it is conveyed through a compelling story, is usually more powerful than several weaker examples. Similarly, a few strong points of evidence are usually more persuasive than a large collection of minor details. Keep in mind that you can back up your major supporting points in a variety of ways, depending on the subject material and the available examples and evidence (see Table 4.3). If you can, put your outline aside for a day or two before you begin composing your first draft. Then review it with a fresh eye, looking for opportunities to improve the flow of ideas.

Gathering Pertinent Information

-If you haven't been building an employment portfolio thus far, you may need to do some research on yourself at this point. Gather all the pertinent personal history you can think of, including all the specific dates, duties, and accomplishments from any previous jobs you've held. Compile all your educational accomplishments, including formal degrees, training certificates, professional and technical certifications, academic awards, and scholarships. Also, gather information about school or volunteer activities that might be relevant to your job search, including offices you have held in any club or professional organization, presentations given, and online or print publications. You probably won't use every piece of information you come up with, but you'll want to have it at your fingertips.

Figure 14.5

-In keeping with the direct approach, the report will open with the conclusion that the program is a success. -These two sections will support the conclusion with evidence from two key areas. -This section will complete the story by highlighting areas that still need improvement.

Limiting Your Scope

-Information You Present -Overall Length -Level of Detail -The scope of your message is the range of information you present, the overall length, and the level of detail—all of which need to correspond to your main idea. The length of some business messages has a preset limit, whether from a boss's instructions, the technology you're using, or a time frame such as individual speaker slots during a seminar. Even if you don't have a preset length, it's vital to limit yourself to the scope needed to convey your main idea—and no more. Whatever the length of your message, limit the number of major supporting points to half a dozen or so—and if you can get your idea across with fewer points, all the better. Offering a long list of supporting points might feel as though you're being thorough, but your audience is likely to view such detail as rambling and mind-numbing. -Instead, group your supporting points under major headings, such as finance, customers, competitors, employees, or whatever is appropriate for your subject. Look for ways to combine your supporting points so that you have a smaller number with greater impact. The ideal length of a message depends on your topic, your audience members' familiarity with the material, their receptivity to your conclusions, and your credibility. You'll need fewer words to present routine information to a knowledgeable audience that already knows and respects you. You'll need more words to build a consensus about a complex and controversial subject, especially if the members of your audience are skeptical or hostile strangers.

Types of Reports

-Informational reports offer data, facts, feedback, and other types of information, without analysis or recommendations. Analytical reports offer both information and analysis and can also include recommendations. Proposals are a special category of reports that combine information delivery and persuasive communication. -The nature of these reports can vary widely, depending on the circumstances. Some of the reports you write will be voluntary, launched on your own initiative and following whatever structure you find most effective. Other reports will be in response to a manager's or customer's request, and you may or may not receive guidance regarding the organization and content. You may also write certain reports that follow strict, specific guidelines for content and layout. -Your audience will sometimes be internal, which gives you more freedom to discuss sensitive information. Other times your audience might include customers, investors, community members, or news media, any of which can create additional demands as you present company information to such external groups. -No matter what the circumstances, preparing reports requires all the skills and knowledge that you've gained throughout this course and will continue to gain on the job. View every business report as an opportunity to demonstrate your understanding of business challenges and your ability to contribute to your organization's success. -By adapting the three-step writing process, you can reduce the time required to write effective reports and still produce documents that make lasting and positive impressions on your audiences. The concepts are the same as those you explored in Chapters 4 through 6 and applied to shorter messages in Chapters 10 through 12. However, the emphasis on specific tasks can vary considerably. For instance, planning can take days or weeks for a complex report or proposal.

Select The Elements To Include In a Proposal & Introduction to a Proposal

-Introduction -Body -Close -Proposals in various industries often have their own special challenges as well. For instance, management consultants have to convince every potential client that they have the skills and knowledge to solve the client's problem—without giving away the answer for free in the proposal. In other industries, such as transportation services, bidders may be asked to compute hundreds or thousands of individual pricing scenarios. Hands-on experience goes a long way when you're deciding what to include or exclude; whenever possible, get advice from a senior colleague who's been through it before. -Consider using proposal-writing software if you and your company need to submit proposals as a routine part of doing business. These programs can automatically personalize proposals, ensure proper structure (making sure you don't forget any sections, for instance), organize storage of all your boilerplate text, integrate contact information from sales databases, scan RFPs to identify questions (and even assign them to content experts), and fill in preliminary answers to common questions from a centralized knowledge base. -As with reports, approach proposals by identifying the pieces to include in the introduction, body, and close. -Follow Instructions for a Solicited Proposal -Present and Summarize the Problem You Want to Solve -Propose Solution -Refer to RFP or What Led You to Submit Proposal -For solicited proposals, always follow the instructions in the RFP, but here are some guidelines for unsolicited proposals. The introduction presents and summarizes the problem you want to solve or the opportunity you want to pursue, along with your proposed solution. It orients readers to the remainder of the report. If your proposal is solicited, its introduction should refer to the RFP so that readers know which RFP you're responding to. If your proposal is unsolicited, the introduction should mention any factors that led you to submit your proposal, such as prior conversations with members of the recipient organization's staff.

Step 3: Completing Persuasive Messages

-Judge Arguments Objectively -Revise for Clarity and Conciseness -Match Purpose to Audience Needs -Use Design to Add, Not Distract -Use Distribution Methods that Fit Expectations -When evaluating your content, try to judge your argument objectively and not overestimate your credibility. When revising for clarity and conciseness, carefully match the purpose and organization to audience needs. If possible, ask an experienced colleague who knows your audience well to review your draft. -Your design elements must complement, not detract from, your argument. In addition, meticulous proofreading will identify any mechanical or spelling errors that would weaken your persuasive potential. -Finally, make sure your distribution methods fit your audience's expectations and your purpose. Persuasive messages can be divided into: -persuasive business messages (those that try to convince audiences to approve new projects, enter into business partnerships, & so on) -marketing and sales messages (those that try to convince audiences to consider & then purchase products & services). Finally, the basic techniques of persuasion work for both types, but each has some unique considerations.

Holding Your Audience's Attention

-Keep relating your subject to your audience's needs. People are naturally most interested in things that affect them personally. -Anticipate your audience's questions. Try to anticipate as many questions as you can and address these questions in the body of your presentation. You'll also want to prepare and reserve additional material to use during the question-and-answer period in case the audience asks for greater detail. -Keep it simple. Don't overwhelm the audience with details, either in your slides or in your spoken message, particularly if you're presenting a complicated topic to people learning it for the first time. -Use clear, vivid language. If your presentation involves abstract ideas, show how those abstractions connect with everyday life. Use familiar words, short sentences, and concrete examples. Be sure to use some variety as well; repeating the same words and phrases puts people to sleep. -Explain the relationship between your subject and familiar ideas. Show how your subject is related to ideas that audience members already understand and give people a way to categorize and remember your points. -Ask for opinions or pause occasionally for questions or comments. Don't assume that you need to hold off on questions until a formal question-and-answer (Q&A) session at the end of your talk. In fact, today's audiences tend to expect a more interactive give-and-take, so involve your audience members along the way. Depending on the format and the tools available, you can solicit answers informally or via polling. Some presentation systems have polling capability that you can integrate directly into your presentation. If appropriate for the material, you can also structure your presentation in such a way that you adapt it based on the answers you receive. Audience feedback helps you determine whether your listeners understand a key point before you launch into another section. Asking questions or providing comments also gives your audience members a chance to switch for a time from listening to participating, which helps them engage with your message and develop a sense of shared ownership. -Illustrate your ideas with visuals. Visuals enliven your message, help you connect with audience members, and help people remember your message.

Using the Three-Step Writing Process for Persuasive Messages

-L O 12.1 Apply the three-step writing process to persuasive messages. -Sarah Calhoun (profiled in the chapter-opening Communication Close-Up) understands that successful businesses rely on persuasive messages in both internal and external communication. -Whether you're trying to convince your boss to open a new office in Europe or encourage potential customers to try your products, you need to call on your abilities of persuasion—an attempt to change an audience's attitudes, beliefs, or actions. -Because persuasive messages ask audiences to give something of value (money in exchange for a product, for example) or take substantial action (such as changing a corporate policy), they are more challenging to write than routine messages. -Successful professionals understand that persuasion is not about trickery or getting people to act against their own best interests; it's about letting audiences know they have choices and presenting your offering in the best possible light.

Developing Persuasive Business Messages (1 of 2) & Strategies for Persuasive Business Messages

-L O 12.2 Describe an effective strategy for developing persuasive business messages, and identify the three most common categories of persuasive business messages. -Your success as a businessperson is closely tied to your ability to encourage others to accept new ideas, change old habits, or act on your proposals and recommendations. Even if you have the power to compel others to do what you want them to do, persuading them is more effective than forcing them. People who are forced into accepting a decision or plan are less motivated to support it and more likely to react negatively than if they're persuaded. Four Essential Strategies: -Framing your arguments -Balancing emotional and logical appeals -Reinforcing your position -Anticipating objections -Within the context of the three-step process, effective persuasion involves four essential strategies: framing your arguments, balancing emotional and logical appeals, reinforcing your position, and anticipating objections. (Note that all the concepts in this section apply as well to marketing and sales messages, covered later in the chapter.)

Developing Persuasive Business Messages (2 of 2) & Contrasting Marketing and Sales Messages

-L O 12.3 Describe an effective strategy for developing marketing and sales messages, and explain how to modify your approach when writing promotional messages for social media. -Marketing and sales messages use the same basic techniques as other persuasive messages, with the added emphasis of encouraging someone to participate in a commercial transaction. -Although the terms marketing message and sales message are often used interchangeably, there is an important difference: Marketing messages usher potential buyers through the purchasing process without asking them to make an immediate decision. Sales messages take over at that point, encouraging potential buyers to make a purchase decision then and there. Marketing messages focus on such tasks as introducing new brands to the public and encouraging customers to visit websites for more information, whereas sales messages make an explicit request for people to buy a specific product or service. -Marketing and sales messages use many of the same techniques as persuasive business messages. -Most marketing and sales messages, particularly in larger companies, are created and delivered by professionals with specific training in marketing, advertising, sales, or public relations. However, you may be called on to review the work of these specialists or even to write such messages in smaller companies, and having a good understanding of how these messages work will help you be a more effective manager.

Maintaining High Standards of Ethics, Legal Compliance, and Etiquette & Promotional Messages

-L O 12.4 Identify steps you can take to avoid ethical lapses in marketing and sales messages. -The word persuasion has negative connotations for some people, especially in a marketing or sales context. However, ethical businesspeople view persuasion as a positive force, aligning their own interests with what is best for their audiences. They influence audience members by providing information and aiding understanding, which allows audiences the freedom to choose. To maintain the highest standards of business ethics, always demonstrate the "you" attitude by showing honest concern for your audience's needs and interests. -Federal Laws and Regulations -State Laws and Regulations -International Laws and Regulations -As marketing and selling grow increasingly complex, so do the legal ramifications of marketing and sales messages. In the U.S, the Federal Trade Commission (FTC; www.ftc.gov) has the authority to impose penalties (ranging from cease-and desist orders to multimillion-dollar fines) on advertisers who violate federal standards for truthful advertising. Other federal agencies have authority over advertising in specific industries, such as transportation and financial services. Individual states have additional laws that may apply. The legal aspects of promotional communication can be quite complex, varying from state to state and from country to country, and most companies require marketing and salespeople to get clearance from company lawyers before sending messages. -Moreover, communicators must stay on top of changing regulations, such as the latest laws governing unsolicited bulk email ("spam"), disclosure requirements for bloggers who review products, privacy, and data security. For example, two ethical concerns that could produce new legislation are behavioral targeting, which tracks the online behavior of website visitors and serves up ads based on what they seem to be interested in, and remarketing, in which behaviorally targeted ads follow users even as they move on to other websites. Many users consider the practice invasive.

Applying the Three-Step Writing Process to Reports and Proposals & Figure 14.1 Common Types of Business Reports and Proposals

-L O 14.1 Adapt the three-step writing process to reports and proposals. -Whether they are routine documents or the unconventional messages that Warby Parker (profiled in the chapter-opening Communication Close-Up) tends to create, reports are written accounts that objectively communicate information about some aspect of a business (see Figure 14.1). To update clients on the progress of the research project (progress report) -To develop goals and objectives for the coming year (strategic plan) -To identify customers and explain how the company will serve them (marketing plan) -To submit monthly sales statistics to management (operating report) -To summarize what occurred at the annual sales conference (personal activity report) -To explain building access procedures (policy implementation report) -To submit required information to the Securities and Exchange Commission (compliance report) Informational reports: Offer data, facts, feedback, and other types of information without analysis or recommendations The informational reports are divided into four categories as listed below: •Reports to Monitor and Control Operations: Provide feedback and other information for decision making (plans, operating reports, personal activity reports) •Reports to Implement Policies and Procedures: Communicate organizational rules and positions (guidelines, position papers) •Reports to Demonstrate Compliance: Provide information to show regulators or other authorities that the company meets formal requirements •Reports to Document Progress: Provide managers or customers with information on project status Analytical reports: Offer information and analysis; can also include recommendations The analytical reports are divided into three categories as listed below: •Reports to Assess Opportunities: Explain the risks and rewards of choosing a course of action (market analysis reports, due diligence reports) •Reports to Solve Problems: Analyze problems and (optionally) suggest solutions (troubleshooting reports, failure analysis reports) •Reports to Support Decisions: Judge the merits of past or future decisions (feasibility reports, justification reports) Proposals: Feature persuasive requests for decisions or action The proposals are divided into two categories as listed below: •Internal Proposals: Request decisions from managers within the organization (funding proposals, general project proposals) •External Proposals: Request decisions from parties outside the organization (investment proposals, grant proposals, sales proposals).

Planning Informational Reports & Categories for Informational Reports

-L O 14.2 List the options for organizing informational reports, and identify the key parts of a business plan. -Informational reports provide the information that employees, managers, and others need in order to make decisions and take action. Although dozens of particular formats exist, they can be grouped into four general categories: -Reports to monitor and control operations. Just as doctors rely on medical reports to see how well the various systems in a patient's body are functioning, business managers rely on a wide range of reports to see how well the various systems in their companies are functioning. Plans establish expectations and guidelines to direct future action (see "Creating Successful Business Plans" on page 396). Operating reports provide feedback on a wide variety of an organization's functions, including sales, inventories, expenses, shipments, and other aspects of company operations. Personal activity reports provide information regarding an individual's experiences during sales calls, industry conferences, market research trips, and other activities. -Reports to implement policies and procedures. Policy reports range from brief descriptions of business procedures to manuals that run dozens or hundreds of pages. Position papers, sometimes called white papers or backgrounders, outline an organization's official position on issues that affect the company's success. -Reports to demonstrate compliance. Even the smallest businesses are required to show that they are in compliance with government regulations of one sort or another. Some compliance reports, such as quarterly and annual tax reports, affect all businesses. Others concern particular industries, companies using hazardous materials, specific professional functions, or other special factors. Compliance reports are usually created in specific formats that must be followed exactly. -Reports to document progress. Progress reports range from simple updates to comprehensive reports that include such elements as measured progress toward goals, comparisons of budgeted versus actual expenses, and lists of ongoing concerns and risks. -Informational reports are used to monitor and control operations, to implement policies and procedures, to demonstrate compliance, and to document progress. -Progress reports range from simple, informal updates to comprehensive status reports.

Writing Reports and Proposals: Adapting to Your Audience & Being Sensitive to Your Audience's Needs

-L O 15.1 Explain how to adapt to your audiences when writing reports and proposals. -The communicators at WPP (profiled in the chapter-opening Communication Close-Up) know that reports and proposals are most effective when they are adapted to the needs and interests of their intended audiences. To ensure your own success with reports, be sensitive to audience needs, build strong relationships with your audience, and control your style and tone. -The "You" Attitude -Maintaining Etiquette -Emphasizing the Positive -Using Bias-Free Language -Chapter 5 discusses four aspects of audience sensitivity, and all four apply to reports and proposals: adopting the "you" attitude, maintaining a strong sense of etiquette, emphasizing the positive, and using bias-free language. Reports and proposals that are highly technical, complex, or lengthy can put heavy demands on readers, so the "you" attitude takes on special importance with these messages. -In addition, various audience members can have widely different information needs. For instance, if you're reporting on the results of a customer satisfaction survey, the service manager might want every detail, whereas the president might want only a top-level summary. With previews, summaries, appendixes, and other elements, you can meet the needs of a diverse audience—provided that you plan for these elements in advance. -Today's readers often lack the time or the inclination to plow through long reports page by page or screen by screen. They typically want to browse quickly, find a section of interest, dive in for details, browse for another section, and so on. If you want readers to understand and accept your message, help them navigate your document by using headings and links, smooth transitions, and previews and reviews.

Completing Reports and Proposals & Revising Reports and Proposals

-L O 15.4 Summarize the four tasks involved in completing business reports and proposals. -As with shorter messages, when you have finished your first draft, you need to perform four tasks to complete your document: revise, produce, proofread, and distribute. -Evaluate Organization, Style, and Tone -Ensure Content is Clear, Logical, and Reader Oriented -Improve Readability -Review Online Content Carefully -The revision process is essentially the same for reports as for other business messages, although it may take considerably longer, depending on the length and complexity of your documents. Evaluate your organization, style, and tone, making sure your content is clear, logical, and reader oriented. Then work to improve the report's readability by varying sentence length, keeping paragraphs short, using lists and bullets, and adding headings and subheadings. Remember that even minor mistakes can affect your credibility. -Tight, efficient writing that is easy to skim is always a plus, but it's especially important for impatient online audiences. Review online content carefully; strip out all information that doesn't meet audience needs and condense everything else as much as possible. Audiences will gladly return to sites that deliver quality information quickly—and they'll avoid sites that don't. -After assembling your report or proposal in its final form, review it thoroughly one last time, looking for inconsistencies, errors, and missing components. Don't forget to proof your visuals thoroughly and make sure they are positioned correctly. For online reports, make sure all links work as expected and all necessary files are active and available. -If you need specific tips on proofreading documents, look back at Chapter 6.

Planning a Presentation & Fig 16.1 The Three-Step Process

-L O 16.1 Describe the tasks involved in analyzing the situation for a presentation and organizing a presentation. -Presentations offer important opportunities to put all your communication skills on display, including research, planning, writing, visual design, and interpersonal and nonverbal communication. Presentations also let you demonstrate your ability to think on your feet, grasp complex business issues, and handle challenging situations—all attributes that executives look for when searching for talented employees to promote. -If the thought of giving a speech or presentation makes you nervous, keep three points in mind. First, everybody gets nervous when speaking in front of groups. Second, being nervous is actually a good thing; it means you care about the topic, your audience, and your career success. Third, with practice, you can convert those nervous feelings into positive energy that helps you give more compelling presentations. You can take control of the situation by using the three-step writing process to prepare for successful presentations (see Figure 16.1). -Figure Caption: Although you rarely "write" a presentation or speech in the sense of composing every word ahead of time, the tasks in the three-step writing process adapt quite well to the challenge of planning, creating, and delivering presentations. -Planning presentations is much like planning any other business message: You analyze the situation, gather information, select the right medium, and organize the information. Gathering information for presentations is essentially the same as for written communication projects. The other three planning tasks have some special applications when it comes to presentations; they are covered in the following sections. When prepping a presentation: -Nancy Duarte's rule of thumb: -For 1-hour presentation, allow 36-90 hours to research, conceive, create & practice. -Not every 1-hour presentation justifies a week or two of preparation.

Crafting Presentation Content & Adapting to Your Audience

-L O 16.2 Explain how to adapt to your audience and develop an effective opening, body, and close for a presentation. -Your audience's size, the venue (in person or online), your subject, your purpose, your budget, the time available for preparation, and the time allotted for your talk all influence the style of your presentation. If you're speaking to a small group, particularly people you already know, you can use a casual style that encourages audience participation. Use simple visuals and invite your audience to interject comments. Deliver your remarks in a conversational tone, using notes to jog your memory if necessary. -If you're addressing a large audience or if the event is important, establish a more formal atmosphere. During formal presentations, speakers are often on a stage or platform, standing behind a lectern and using a microphone so that their remarks can be heard throughout the room or captured for broadcasting or webcasting. -When you deliver a presentation to people from other cultures, you may need to adapt the content of your presentation. It is also important to take into account any cultural preferences for appearance, mannerisms, and other customs. An interpreter or event host can suggest appropriate changes for a specific audience or particular occasion.

Incorporating Technology in Your Presentation & Embracing the Backchannel

-L O 16.4 Explain the growing importance of the backchannel in presentations, and list 6 steps for giving effective presentations online. -Like much of the rest of business communication, presentations can be high-tech affairs in many companies. Two aspects you will most likely encounter on the job are the backchannel and online presentations. -The Audience Creates This Line of Communication Challenges: -Risk of Criticism -Loss of Control Opportunities: -Audience Support -Valuable Feedback -Many business presentations these days involve more than just the spoken conversation between the speaker and his or her audience. Using Twitter and other digital media, audience members often carry on their own parallel communication during a presentation via the backchannel, which the presentation expert Cliff Atkinson defines as "a line of communication created by people in an audience to connect with others inside or outside the room, with or without the knowledge of the speaker." Chances are you've participated in an informal backchannel already, such as when texting with your classmates or liveblogging during a lecture. -The backchannel presents both risks and rewards for business presenters. On the negative side, for example, listeners can research your claims the instant you make them and spread the word quickly if they think your information is shaky. The backchannel also gives contrary audience members more leverage, which can cause presentations to spin out of control. On the plus side, listeners who are excited about your message can build support for it, expand on it, and spread it to a much larger audience in a matter of seconds. You can also get valuable feedback during and after presentations. -By embracing the backchannel, rather than trying to fight it or ignore it, presenters can use this powerful force to their advantage.

Planning Your Presentation Visuals

-L O 17.1 Explain the role of visuals in business presentations, and list the types of visuals commonly used. -The three-step development process in Chapter 16 helps ensure that you have a well-crafted, audience-focused message. The techniques in this chapter, which reflect the advice offered by experts such as Nancy Duarte (profiled in the chapter-opening Communication Close-Up), will help you enhance the delivery of that message with creative and effective visuals. -Visuals can improve the quality and impact of any presentation by creating interest, illustrating points that are difficult to explain with words alone, adding variety, and increasing the audience's ability to absorb and remember information. Behavioral research has shown that visuals can improve learning by up to 400% because humans can process visuals 60,000 times faster than text. -Remember that the purpose of visuals is to support your spoken message, not replace it.

Choosing Structured or Free-Form Slides

-L O 17.2 Explain the difference between structured & free-form slides, and suggest when each design strategy is more appropriate. -The most important design choice you face when creating slides is whether to use conventional structured slides or the looser, free-form slides that many presentation specialists now advocate. Compare the two rows of slides in Figure 17.2. The structured slides in the top row follow the same basic format throughout the presentation; in fact, they're based directly on the templates built into PowerPoint, which tend to feature lots of bullet points. -The free-form slides in the bottom row don't follow a rigid structure. However, choosing a free-form design strategy doesn't mean you should just randomly change the design from one slide to the next. Effectively designed slides should still be unified by design elements such as color and typeface selections, as Figures 17.2c and 17.2d show. Also, note how Figure 17.2d combines visual and textual messages to convey the point about listening without criticizing. This complementary approach of pictures and words is a highlight of free-form design. -Compare the rigid, predictable design of the two slides in the top row with the free-form designs in the bottom row. Although the two free-form slides don't follow the same design structure, they are visually linked by color and font choices. As you compare these two styles, you can imagine how free-form designs require more slides to cover the same subject and require the speaker to convey more of the message. (Note that Figure 17.2d is a lighthearted but effective way of conveying the first bullet point in Figure 17.2b)

Designing Effective Slides

-L O 17.3 Outline the decisions involved in using a key visual and selecting color, artwork, and typefaces to create effective slide designs. -Businesspeople have had to sit through so many poorly conceived presentations that you may hear the phrase "death by PowerPoint" to describe the agony of sitting through dull, slide-heavy presentations. -The problem isn't with any particular, presentation program. It's with how well its used. -Lack of design awareness. -Inadequate training.-Schedule pressures. -Instinct to continue with prior habits. -The practice of treating slide sets as standalone documents that can be read on their own, without a presenter. (Slideuments) -Slideuments-hybrids that try to function as both presentation visuals & printed documents often don't work well as either: They usually have too much info to be effective visuals & too little to be effective reports (in addition to being clumsy to read). The Ideal Situation: -create an effective slide set -create a separate handout document that provides additional details & supporting info Alternative: -use the notes field in your presentation software to include your speaking notes for each slide. -Anyone who gets a copy of your slides can at least follow along by reading your notes, although you'll probably need to edit & expand them to make them understandable by others. Slideuments Only Option: -Emphasize clarity & simplicity. -To avoid overpacked slides make more slides. -Remember slides primary purpose is to support the presentation.

Planning Your Résumé

-L O 18.2 Explain the process of planning your résumé, including how to choose the best résumé organization. -Although you will create many messages during your career search, your résumé—a structured, written summary of your education, employment background, and job qualifications—will be the most important document in this process. You will be able to use it directly in many instances, adapt it to a variety of uses such an e-portfolio or a social media résumé, and reuse pieces of it in social networking profiles and online application forms. -Even if you apply to a company that doesn't want to see résumés from applicants, the process of developing your résumé will prepare you for interviewing and pre-employment testing. Developing a résumé is one of those projects that benefits from multiple planning, writing, and completing sessions spread out over several days or weeks. You are trying to summarize a complex subject (yourself!) and present a compelling story to strangers in a brief document. Follow the three-step writing process (see Figure 18.3) and give yourself plenty of time. -You'll see lots of ideas and even some conflicting advice about résumés; use what you know about effective business communication to decide what is right for your résumés. When you hear conflicting advice or see trendy concepts that you might be tempted to try, remember the most important question in business communication: What is the most effective way to adapt your message to the individual needs of each member of your audience? An approach that is wildly successful with one company or in one industry could be a complete disaster in another industry. To forge your own successful path through this maze of information, get inside the heads of the people you are trying to reach—try to think the way they think—and then apply the principles of effective communication you are learning in this course. -Before you dive in to your résumé, be aware that you'll find a wide range of opinions about résumés, regarding everything from appropriate length, content, design, distribution methods, & acceptable degrees of creativity to whether it even makes sense to write a traditional résumé in this age of online applications. -Examples of what you may encounter:a prospective employer wants you to tweet your résumé or submit all the links that make up your online presence, vs submission of conventional résumés. Effective résumés produced as infographics, interactive videos, simulated search engine results, puzzles, games, graphic novels (Probably has been tried).

Completing Your Résumé

-L O 18.4 Characterize the completing step for résumés, including the five most common formats in which you can produce a résumé. -Completing your résumé involves revising it for optimum quality, producing it in the various forms and media you'll need, and proofreading it for any errors before distributing it or publishing it online.

Building an Effective LinkedIn Profile & Building a LinkedIn Profile

-L O 18.5 Identify nine tips for creating a successful LinkedIn profile. 1.Photo. Add a photo that says "professional" without being overly formal. Stand against a visually "quiet" background that won't distract viewers, dress appropriately for the jobs you are pursuing, and remember to smile. 2.Headline. Write a headline that expresses who you are or aspire to be as a professional. Include keywords that target employers are likely to be searching for. As with other text fields on LinkedIn, you have a limited number of characters to work with here, so focus on your most valuable attributes. 3.Summary. Write a summary that captures where you are and where you are going. Imagine that you are talking to a hiring manager in a personal and conversational tone, telling the story of where you've been and where you would like to go—but expressed in terms of meeting an employer's business needs. Highlight your job experience, education, skills, accomplishments, target industry, and career direction. Unlike the introductory statement on your conventional résumé, which you can fine-tune for every job opportunity, your LinkedIn summary offers a more general picture of who you are as a professional. Be sure to work in as many of the keywords from your research as you can, while keeping the style natural. Employers can use a variety of search tools to find candidates, and they'll look for these keywords. 4.Experience. Fill out the experience section using the material from your conventional résumé. Make sure the details of your employment match your résumé, as employers are likely to cross-check. However, you can expand beyond those basics, such as by including links to photos and videos of work-related accomplishments. 5. Recommendations. Ask for recommendations from people you know on LinkedIn. You may have a limited number of connections as you start out, but as your network expands, you'll have more people to ask. A great way to get recommendations is to give them to the people in your network. 6. Featured skills. List your top skills and areas of expertise. As you expand your network, endorse the skills of people you know; many users will endorse your skills in return. 7. Education. Make sure your educational listing is complete and matches the information on your conventional résumé. 8. Accomplishments. LinkedIn offers a variety of categories that let you highlight academic achievements, special projects, publications, professional certifications, important coursework, honors, patents, and more. If you don't have an extensive work history, use this section to feature academic projects and other accomplishments that demonstrate your skills. 9. Volunteer experience and causes. Add volunteering activities and charitable organizations that you support.

Understanding the Interview Process & The Typical Sequence of Interviews

-L O 19.2 Describe the typical sequence of job interviews, the major types of interviews and interview questions, and the attributes employers look for during an interview. -An employment interview is a meeting during which both you and the prospective employer ask questions and exchange information. The employer's objective is to find the best talent to fill available job openings, and your objective is to find the right match for your goals and capabilities. -As you get ready to begin interviewing, keep two vital points in mind. -1st, recognize that the process takes time. Start your preparation and research early; the best job offers usually go to the best-prepared candidates. -2nd, don't limit your options by looking at only a few companies. By exploring a wide range of firms and positions, you might uncover great opportunities that you wouldn't have found otherwise. You'll increase the odds of getting more job offers, too. -Most employers interview an applicant multiple times before deciding to make a job offer. At the most selective companies, you might have a dozen or more individual interviews across several stages. Depending on the company and the position, the process may stretch out over many weeks, or it may be completed in a matter of days. -Employers start with the screening stage, in which they filter out applicants who are unqualified or otherwise not a good fit for the position. Screening can take place on your school's campus, at company offices, via telephone (including Skype or another Internet-based phone service), or through a computer-based screening system. Time is limited in screening interviews, so keep your answers short while providing a few key points that confirm your fit for the position. If your screening interview will take place by phone, try to schedule it for a time when you can be focused and free from interruptions. -The next stage of interviews, the selection stage, helps the organization identify the top candidates from all those who qualify. During these interviews, show keen interest in the job, relate your skills and experience to the organization's needs, listen attentively, and ask questions that show you've done your research. -If the interviewers agree that you're a good candidate, you may receive a job offer, either on the spot or a few days later by phone, mail, or email. In other instances you may be invited back for a final evaluation, often by a higher-ranking executive. The objective of the final stage is often to sell you on the advantages of joining the organization.

Interviewing for Success & The Warm-Up

-L O 19.4 Explain how to succeed in all three stages of an interview. -At this point, you have a good sense of the overall process and know how to prepare for your interviews. The next step is to get familiar with the three stages of every interview: the warm-up, the question-and-answer session, and the close. -Of the three stages, the warm-up is the most important, even though it may account for only a small fraction of the time you spend in the interview. Studies suggest that many interviewers make up their minds within the first 20 seconds of contact with a candidate. -Don't let your guard down if the interviewer engages in what feels like small talk; these exchanges are every bit as important as structured questions. -Body language is crucial at this point. Stand or sit up straight, maintain regular but natural eye contact, and don't fidget. When the interviewer extends a hand, respond with a firm but not overpowering handshake. Repeat the interviewer's name when you're introduced ("It's a pleasure to meet you, Ms. Litton"). Wait until you're asked to be seated or the interviewer has taken a seat. Let the interviewer start the discussion, and be ready to answer one or two substantial questions right away. The following are some common openers: -Why do you want to work here? -What do you know about us? -Tell me a little about yourself. Summary: -Why do you want this job? -Why do you want to work here? -What do you know about us? -Tell me a little about yourself -Why should we hire you?

Following Up After the Interview

-L O 19.5 Identify the most common employment messages that follow an interview, and explain when you would use each one. -Staying in contact with a prospective employer after an interview shows that you really want the job and are determined to get it. Doing so also gives you another chance to demonstrate your communication skills and sense of business etiquette. Following up brings your name to the interviewer's attention once again and reminds him or her that you're actively looking and waiting for the decision. -Any time you hear from a company during the application or interview process, be sure to respond quickly. Companies flooded with résumés may move on to another candidate if they don't hear back from you within 24 hours.

Developing Cultural Competency

-L O 3.2 Define cultural competency, and explain the influence of culture on business communication. -Cultural competency includes an appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Cultural competency requires a combination of attitude, knowledge, and skills. -Achieving cultural competency can take time and effort, but the good news is you're already an expert in culture—at least the culture in which you grew up. The bad news is that because you're such an expert in your own culture, your communication is largely automatic; that is, you rarely stop to think about the communication rules you're following. An important step toward successful intercultural communication is becoming more aware of these rules and the way they influence your communication.

Improving Intercultural Communication Skills

-L O 3.5 Identify six steps you can take to improve your intercultural communication skills. -Communicating successfully between cultures requires a variety of skills (see Figure 3.2). You can improve your intercultural skills throughout your career by studying other cultures and languages, respecting preferences for communication styles, learning to write and speak clearly, listening carefully, knowing when to use interpreters and translators, and helping others adapt to your culture. -Understand social customs: How do people react to strangers? Are they friendly? Hostile? Reserved? How do people greet each other? Should you bow? Nod? Shake hands? How do you express appreciation for an invitation to lunch, dinner, or someone's home? Should you bring a gift? Send flowers? Write a thank-you note? Are any phrases, facial expressions, or hand gestures considered rude? How do you attract the attention of a waiter? Do you tip the waiter? When is it rude to refuse an invitation? How do you refuse politely? What topics may or may not be discussed in a social setting? In a business setting? How do social customs dictate interaction between men and women? Between younger people and older people? -Learn about clothing and food preferences: What occasions require special attire? What colors are associated with mourning? Love? Joy? Are some types of clothing considered taboo for one gender or the other? How many times a day do people eat? How are hands or utensils used when eating? Where is the seat of honor at a table? -Assess political patterns: How stable is the political situation? Does the political situation affect businesses in and out of the country? Is it appropriate to talk politics in social or business situations? -Understand religious and social beliefs: To which religious groups do people belong? Which places, objects, actions, and events are sacred? Do religious beliefs affect communication between men and women or between any other groups? Is there a tolerance for minority religions? How do religious holidays affect business and govt activities? Does religion require or prohibit eating specific foods? At specific times? -Learn about economic and business institutions: Is the society homogeneous or heterogeneous? What languages are spoken? What are the primary resources and principal products? Are businesses generally large? Family controlled? Govt controlled? What are the generally accepted working hours? How do people view scheduled appointments? Are people expected to socialize before conducting business? -Appraise the nature of ethics, values, and laws:Is money or a gift expected in exchange for arranging business transactions? Do people value competitiveness or cooperation? What are the attitudes toward work? Toward money? Is politeness more important than factual honesty?

Understanding the Three-Step Writing Process

-L O 4.1 Describe the three-step writing process. -Point of the 3-step writing process is to make sure your messages are both effective (meeting your audience's needs & getting your points across) & efficient (making the best use of your time & your audience's time). -The three-step writing process consists of planning, writing, and completing your messages. Writing process: 1.Planning 2. Writing 3.Completing messages

Analyzing the Situation

-L O 4.2 Explain why it's important to analyze a communication situation in order to define your purpose and profile your audience before writing a message. -Every communication effort takes place in a particular situation, meaning you have a specific message to send to a specific audience under a specific set of circumstances. Example: describing professional qualifications in an email to an exec in your own company vs describing your qualifications in a LinkedIn profile. The email message is likely to be focused on a single goal, such as explaining why you would be a good choice to head up a major project, and you have the luxury of focusing on the needs of a single, personally identifiable reader. In contrast, your social networking profile could have multiple goals, such as connecting with your peers at other companies and presenting your qualifications to potential employers, and it might be viewed by hundreds or thousands of readers, each with his or her own needs. -The underlying information for these two messages could be roughly the same, but the level of detail to include, the tone of the writing, the specific word choices—these and other decisions you need to make will differ from one situation to another. Making the right choices starts with clearly defining your purpose and understanding your audience's needs.

Gathering Information

-L O 4.3 Discuss information-gathering options for simple messages, and identify three attributes of quality information. -When you have a clear picture of your audience, your next step is to assemble the information to include in your message. For simple messages, you may already have all the information at hand, but for more complex messages, you may need to do considerable research and analysis before you're ready to begin writing.

Adapting to Your Audience: Controlling Your Style and Tone

-L O 5.3 Explain how to achieve a tone that is conversational but businesslike, explain the value of using plain language, and define active voice and passive voice. -Your communication style involves the choices you make to express yourself: the words you select, the manner in which you use those words in sentences, and the way you build paragraphs from individual sentences. Your style creates a certain tone, or overall impression, in your messages. The right tone depends on the nature of your message and your relationship with the reader.

Composing Your Message: Choosing Powerful Words

-L O 5.4 Describe how to select words that are both correct and effective. -After you have decided how to adapt to your audience, you're ready to begin composing your message. As you write your first draft, let your creativity flow. Don't try to write and edit at the same time or worry about getting everything perfect. Make up words if you can't think of the right word, draw pictures, talk out loud—do whatever it takes to get the ideas out of your head and onto screen or paper. If you've scheduled carefully, you should have time to revise and refine the material later. In fact, many writers find it helpful to establish a personal rule of never showing a first draft to anyone. By working in this "safe zone," away from the critical eyes of others, your mind will stay free to think clearly and creatively. -If you get stuck and feel unable to write, try to overcome writer's block by jogging your brain in creative ways. The introduction is often the hardest part to write, so put it aside and work on whichever parts of the document you're most comfortable with at any given moment. In most cases you don't need to write the sections in any particular order. Work on nontext elements such as graphics or your cover page. Revisit your purpose and confirm your intent in writing the message. Give yourself a mental break by switching to a different project. Sometimes all you need to do is start writing without worrying about the words you're using or how they will sound to the audience. Words will start flowing, your mind will engage, and the writing will come easier. View writing at 3 levels: -Strong words (Start here, successful writers pay close attention to the correct word usage) -Effective sentences -Coherent paragraphs Grammar Matters: -Errors of grammar or usage (lose creditability with audience, even if your message is otherwise correct) -Suggest your unprofessional & people may not trust you as a result. -May imply that you don't respect your audience enough to get things right. Questions about proper usage: -Special reference books (@ libraries, bookstores, & internet) Words Correctly Vs Effectively: -Selecting & using words effectively is harder than using words correctly because doing so is a matter of judgment & experience.

Composing Your Message: Creating Effective Sentences

-L O 5.5 Define the four types of sentences, and explain how sentence style affects emphasis within a message. -Sentences come in four basic varieties: simple, compound, complex, and compound complex. -A simple sentence has one main clause (a single subject and a single predicate), although it may be expanded by nouns and pronouns that serve as objects of the action and by modifying phrases. Here's an example with the subject noun underlined once and the predicate verb underlined twice: Profits increased in the past year. -A compound sentence has two main clauses that express two or more independent but related thoughts of equal importance, usually joined by a conjunction (such as and, but, or or). In effect, a compound sentence is a merger of two or more simple sentences (independent clauses) that are related. For example: Wage rates have declined by 5%, and employee turnover has been high. -The independent clauses in a compound sentence are always separated by a comma or by a semicolon (in which case the conjunction—and, but, or—is dropped).

Composing Your Message: Crafting Unified, Coherent Paragraphs

-L O 5.6 Define the three key elements of a paragraph, and list five ways to develop unified, coherent paragraphs. -Paragraphs organize sentences related to the same general topic. Readers expect every paragraph to be unified—focusing on a single topic—and coherent—presenting ideas in a logically connected way. By carefully arranging the elements of each paragraph, you help your readers grasp the main idea of your document and understand how the specific pieces of support material back up that idea.

Revising Your Message: Evaluating the First Draft

-L O 6.1 Discuss the value of careful revision, and describe the tasks involved in evaluating your first drafts and the work of other writers. -For important messages, schedule time to put your draft aside for a day or two before you begin the revision process. -Before getting to the design stage, though, it's important to fine-tune the content you've diligently researched, organized, and composed. Successful communicators recognize that the first draft is rarely as tight, clear, and compelling as it needs to be. Careful revision can mean the difference between a rambling, unfocused message and a lively, direct message that gets results. Revision task can vary somewhat depending on: -the medium -nature of your message For informal messages to internal audiences (particularly when using instant messaging(IM), text messaging, email, or blogging): -often as simple as quickly looking over your message to correct any mistakes before sending or posting it. Remember: -grammar, spelling, clarity, & other fundamentals of good writing. Especially important in digital media when: -these messages are the only contact your audience has with you. -The quality or your writing will be equated with the quality of your thinking (Can reflect poorly on you & cause annoyance for your audience). For more complex messages: -try to put your draft aside for a day or two before you begin the revision process so you can approach the material with a fresh eye. -Then start with the "big picture," making sure that the document accomplishes your overall goals before moving to finer points such as readability, clarity, & conciseness. Info on Figure 6.1: Careful revision makes this draft shorter, clearer, and more focused. The proofreading symbols you see here are still widely used whenever printed documents are edited and revised; you can find a complete list of symbols in Appendix C. Note that many business documents are now "marked up" using such software tools as revision marks in Microsoft Word and comments in Adobe Acrobat. No matter what the medium, however, careful revision is key to more effective messages. -The two circled sentences say essentially the same thing, so this edit combines them into one sentence. -Changing adjusting to adjustment makes it parallel with evaluation. -Replacing its with your piano's avoids any confusion about which noun that it is supposed to replace. -The simple complimentary close replaces a close that was stylistically over the top. -The phrase you can bet is too informal for this message. -The sentence beginning with "Much to the contrary ... " is awkward and unnecessary. -This edit inserts a missing word (dealer). -This group of edits removes unnecessary words in several places.

Revising to Improve Readability & Creating Readable Documents

-L O 6.2 List four techniques you can use to improve the readability of your messages. -After confirming the content, organization, style, and tone of your message, make a second pass to improve readability. Example Index (Flesch-Kincaid Grade Level): -computes reading difficulty relative to U.S. grade-level achievement. -a score of 10 suggests that a document can be read & understood by the average 10th grader. Example Index (Flesch Reading Ease): -ranks documents on a 100-point scale. -Higher scores suggest that the document should be easier to read, based on word size & sentence length. Keep in mind: -As a general rule, then, don't assume that a piece of text is readable if it scores well on a readability index—or that it is difficult to read if it doesn't score well. -Readability indexes offer a useful reference point, but they're limited by what they're able to measure: word length, number of syllables, sentence length, and paragraph length. They can't measure any of the other factors that affect readability, such as document design, the "you" attitude, clear sentence structure, smooth transitions, and proper word usage. -Beyond using shorter words and simpler sentences, you can improve the readability of a message by making the document interesting and easy to skim. Most business audiences—particularly influential senior managers—tend to skim documents, looking for key ideas, conclusions, and recommendations. If they think a document contains valuable info or requires a response, they'll read it more carefully when time permits. 4 techniques to make your message easier to read & easier to skim: -varying sentence length -using shorter paragraphs -using lists & bullets instead of narrative -adding effective headings & subheadings. Note: -If these measurements aren't built into your word-processing software, you can find a number of calculators for various indexes online.

Proofreading Your Message & Identifying Problems

-L O 6.5 Explain the importance of proofreading, and give seven tips for successful proofreading. -Proofreading is the quality inspection stage for your documents, your last chance to make sure that your document is ready to carry your message—and your reputation—to the intended audience. Even a small mistake can doom your efforts, so take proofreading seriously. -Language Errors -Missing Material -Design Errors -Typographical Errors Look for two types of problems: (1) undetected mistakes from the writing, design, and layout stages (2) mistakes that crept in during production. For the first category, you can review format and layout guidelines in Appendix A on page 579 and brush up on writing basics with the Handbook of Grammar, Mechanics, and Usage on page 603. The second category can include anything from computer glitches such as missing fonts to broken web links to problems with the ink used in printing. Be particularly vigilant with complex documents and complex production processes that involve multiple colleagues and multiple computers. Strange things can happen as files move from computer to computer, especially when lots of fonts and multimedia elements are involved. -The types of details to look for when proofreading include language errors, missing material, design errors, and typographical errors.

Distributing Your Message & Factors In Choosing a Distribution Method

-L O 6.6 Discuss the most important issues to consider when distributing your messages. -With the production finished, you're ready to distribute your message. As with every other aspect of business communication, your options for distribution multiply with every advance in technology. -For many digital systems, distribution is a simple matter of selecting a Send or Publish option when you're ready to go. When you have a 100-page report with full-color graphics or a massive multimedia file, however, you need to plan the distribution carefully so that your message is received by everyone who needs it. When choosing a means to distribute messages, consider the following factors: -Cost. Isn't a concern for most messages, but for lengthy reports or multimedia productions, it may well be. Printing, binding, and delivering reports can be expensive, so weigh the cost versus the benefits. Be sure to consider the nonverbal message you send regarding cost as well. Overnight delivery of a printed report could seem responsive in one situation but wasteful in another, for example. -Convenience. How much work is involved for you and your audience? For instance, if you use a file-compression utility to shrink the size of email attachments, make sure your recipients have the means to expand the files on arrival. For extremely large files, consider recordable media such as DVDs or one of the many free or low-cost file-hosting sites now available. -Time. How soon does the message need to reach the audience? Don't waste money on overnight delivery if the recipient won't read the report for a week. And speaking of time, don't mark any messages, printed or digital, as "urgent" if they aren't truly urgent. -Security and privacy.The convenience offered by digital communication needs to be weighed against security and privacy concerns. For the most sensitive messages, your company will probably restrict both the people who can receive the messages and the means you can use to distribute them. In addition, most computer users are wary of opening attachments these days. Instead of sending word processor files, you can use Adobe Acrobat or an equivalent product to convert your documents to PDF files (which are more immune to viruses).

Email & Using Email In the Workplace

-L O 7.2 Explain how to adapt the three-step writing process to email messages, and describe the importance of email subject lines. -Email has been a primary medium for many companies for several decades, and in the beginning it offered a huge advantage in speed and efficiency over the media it frequently replaced (printed and faxed messages). Over the years, email began to be used for many communication tasks simply because it was the only widely available digital medium for written messages and millions of users were comfortable with it. However, as Slack's growth illustrates, other tools are taking over specific tasks for which they are better suited. -In addition to the widespread availability of better alternatives for many communication purposes, the indiscriminate use of email has lowered its appeal in the eyes of many professionals. In a sense, email is too easy to use—it's too easy to send low-value messages to multiple recipients and to trigger long message chains that become impossible to follow as people chime in along the way. And because it is such a general-purpose tool, email gets used for everything from critically important messages to automated updates and confirmations with little or no value. -Email also suffers from an enormous problem with spam (unsolicited bulk email) and security risks such as computer viruses and phishing (fraudulent messages that prompt unwary users to divulge sensitive information or grant access to protected networks). Spam accounts for roughly half of all email and requires great effort to keep it from flooding users' inboxes. Most systems use spam and threat filters, but these filters are never 100% accurate and can also reject messages that are legitimate. Even with these drawbacks, email still has compelling advantages that will keep it in steady use in many companies. -First, email is universal. Anybody with an email address can reach anybody else with an email address, no matter which systems the senders and receivers are on. Second, email is still the best medium for many private, short- to medium-length messages, particularly when the exchange is limited to two people. Unlike with microblogs or messaging, for instance, midsize messages are easy to compose and easy to read on email. Third, email's noninstantaneous nature is an advantage when used properly. Email lets senders compose substantial messages in private and on their own schedule, and it lets recipients read those messages at their leisure.

Business Messaging & Categories of Business Messaging

-L O 7.3 Identify the major types of business messaging, and list guidelines for effective messaging in the workplace. -The Slack profile at the beginning of the chapter highlights the rapid growth of messaging, a category of communication tools whose core focus is conversational exchanges. In contrast to email, which is a digital alternative to printed memos and letters, messaging is best thought of as a digital alternative to live voice conversation. Messaging technologies include text messaging on mobile phones, conventional instant messaging (IM) systems, online chat systems (such as those used by many companies for customer support), and workplace messaging systems such as Slack and its competitors. -Messaging is a diverse category, and various systems offer a range of capabilities. They range from semipublic systems such as standard text messaging on mobile phones, in which anyone with your phone number can send you a message, to private systems that are closed to anyone other than invited members. Slack and other enterprise messaging systems are catching on with many businesses because they do a better job of enabling and capturing the communication flows that teams, departments, and other groups need in order to work together successfully. -Messaging is also a function available on many collaboration platforms and social networks. And messaging isn't strictly limited to human-to-human exchanges. Example, automated messaging bots can participate in simple conversational exchanges and assist users with various business tasks. Categories: Messaging comes in many varieties, and the distinctions between the various types aren't always clear, but you can think of messaging in six categories: -Text messaging (short messaging service SMS), is primarily a phone-based service. Relative to other formats, businesses were slower to adopt text messaging as a formal communication channel in spite of its massive popularity with phone users. However, with new message-management systems that can handle high volumes of text messages, thousands of companies now include texting as a customer support channel. -Direct messaging (private messaging), is a way for users on public social media platforms such as Twitter and Facebook to communicate privately, one-to-one. -Instant messaging (IM) was historically a computer-based service but is now widely used on mobile phones. -Chat on the consumer side usually means group chat in chat rooms, whereas on the business side it is usually a one-to-one conversation between a customer and sales or support staff. -Enhanced messaging apps, such as China's WeChat, go well beyond basic messaging capabilities to include shopping, social networking, banking, and more. With roughly 1 billion people using the service every day, WeChat is a dominant force in Chinese business communication. -Workgroup messaging services such as Slack help teams and other workgroups communicate via short messages but usually include many other functions.

Podcasting & Understanding the Business Applications of Podcasting & Figure 7.7

-L O 7.5 Explain how to adapt the three-step writing process to podcasting. -Podcasting is the process of recording audio or video files and distributing them online. Podcasting combines the media richness of voice or visual communication with the convenience of portability. Audiences can listen to or watch podcasts on a blog or website, or they can download them to phones or portable music players to consume on the go. Particularly with audio podcasts, the hands-off, eyes-off aspect makes them great for listening while driving or exercising. Application: -Training -Marketing -Selling -Recruiting -Podcasting is a good choice to replace existing audio and video messages, such as one-way teleconferences in which a speaker provides information without expecting to engage in conversation with the listeners. Training is another good use of podcasting; you may have already taken a college course via podcasts. Marketing departments can replace expensive printed brochures with video podcasts that demonstrate new products in action. Sales representatives who travel to meet with potential customers can listen to audio podcasts or view video podcasts to get the latest information on their companies' products. Human resources departments can offer video tours of their companies to entice new recruits. Podcasts are also a useful feature on blogs to let audiences listen to or watch recordings of their favorite bloggers.

Strategies and Tactics for Successful Social Media Use & Establishing A Social Media Strategy

-L O 8.2 Explain how to develop a social media strategy and social media content. -Social networks, online services that help people and organizations form connections and share info, have recently become a major force in both internal and external business communication. -In addition to Facebook, a variety of public and private social networks are used by businesses and professionals. -Socializing a brand is becoming an increasingly important element of marketing and public relations strategies. -Why: Setting Social Media Goals. -Who: Identifying Target Audiences and Content Developers. -What: Choosing Message Strategies and Content Types. -How: Figuring Out How to Create and Distribute Content. -Where: Choosing Social Media Channels and Connections. -When: Scheduling Posts and Ensuring Rapid Responses to Incoming Messages. The social media rule of thirds divides your time equally among -Content that promotes your business directly or indirectly -Content shared from other sources -Interaction with your audiences -Today's audiences prefer brief messages that are directly relevant to their interests and easy to consume. -Employee advocacy in social media involves encouraging employees to share company-approved content via their personal social media accounts.

Social Networking for Business Communication & Categories of Social Networking Platforms

-L O 8.3 List the most common types of social networks used in business and four content strategies for social networking. -Social networks allow members to share info and media as part of the networking experience, but a variety of systems have been designed specifically for sharing content. Though the field is diverse and still evolving, the possibilities can be divided into user-generated content sites, content curation sites, and community Q&A sites. -Public, general-purpose social networks -Public, specialized social networks -Private social networks -User-generated content websites -Content-curation websites -Community Q&A websites Social communication platforms include several types of social networks plus content sharing services with a significant social component. -User-generated content (UGC) is any social media content about a company or its products that is created independently by customers or other outsiders. The social aspects of these sites, including the ability to vote for, comment on, and share material, encourage enthusiasts to spread the word about the companies and products they endorse. -Content curation is the process of collecting and presenting articles, videos, and other material on a particular topic in a way that makes it convenient for target readers.

Successful Business Blogging

-L O 8.4 Discuss the role of blogging in business, and offer tips for successful blogging. -Blogs, online journals that are easier to personalize and update than conventional websites, are a major force in business communication. To maintain a positive connection with target audiences, business bloggers follow these guidelines: -Communicate with personal style and an authentic voice. Traditional business messages designed for large audiences tend to be carefully scripted and written in a "corporate voice" that is impersonal and objective. In contrast, successful business blogs tend to exhibit the personal style of their authors. Audiences relate to this fresh approach and often build closer emotional bonds with the blogger's organization as a result. -Deliver new info quickly. Blogging tools let you post new material as soon as you create or find it. This feature not only allows you to respond quickly when needed—such as during a corporate crisis—but also lets your audiences know that active communication is taking place. Blogs that don't offer a continuous stream of new and interesting content are quickly ignored in today's online environment. -Choose topics of peak interest to audiences. Successful blogs cover topics that readers care about, and they emphasize useful info while downplaying product promotion. These topics don't need to be earthshaking or cutting edge—they just need to be things that matter to target readers. -Encourage audiences to join the conversation. Not all blogs invite comments, but many bloggers consider comments to be an essential feature. These comments can be a valuable source of news, info, and insights. In addition, the relatively informal nature of blogging seems to make it easier for company representatives to let their guards down and converse with their audiences. Of course, not all comments are helpful or appropriate, which is why many bloggers moderate comments, previewing them before allowing them to be displayed.

Twitter and Other Microblogging Systems

-L O 8.5 Describe the business uses of Twitter and other microblogging systems, and offer tips for writing effective business tweets. -A microblog is a variation on blogging in which messages are sharply restricted to specific character counts. Twitter is the best known of these systems, but many others exist. Some companies have private microblogging systems for internal use only, either as standalone services or as part of broader collaboration systems.

Collaborative Writing on Wikis & Management and Design Considerations for Wikis

-L O 8.6 Identify four considerations when setting up a business wiki, and explain how to become a valuable wiki contributor. -As Chapter 2 points out, using wikis is a great way for teams and other groups to collaborate on writing projects, from brief articles to long reports and reference works. The benefits of wikis are compelling, but they do require a unique approach to writing. Understanding the Wiki Philosophy:To be a valuable wiki contributor, keep these points in mind: -Let go of traditional expectations of authorship, including individual recognition and control. -Encourage all team members to improve each other's work. -Use page templates and other formatting options to make sure your content matches the rest of the wiki. -Many wikis provide both editing and commenting capabilities, and participants should use the appropriate tool for each. In other words, don't insert comments or questions into the main content; use the "talk page" or other commenting feature if you want to discuss the content. -Take advantage of the sandbox, if available; this is a "safe," nonpublished section of the wiki where team members can practice editing and writing. -Being an effective wiki collaborator requires a different mindset when writing. -Wikis often have guideline pages to help new contributors integrate their work into the group's ongoing effort. -Think carefully about the purpose of a wiki and any necessary restrictions on its use before you launch it. -Public or private access. With public wikis, such as Wikipedia, anyone who registers can edit existing entries and add new entries. Corporate wikis, in contrast, are typically private, meaning access is restricted to approved contributors. -Moderation and validation. A big appeal of the wiki approach is that new or modified content usually goes "live" as soon as contributors create or edit their material. However, to ensure consistency or quality, companies may opt to moderate content by having it approved by management or technical experts either before or after it goes live. -Ongoing contribution. Like other shared communication efforts, wikis sometimes launch with a burst of enthusiasm and a lot of fresh content from multiple contributors, only to fizzle out over time. -Design and ease of use. A potential drawback of wikis is the difficulty of finding information, particularly if a wiki grows to hundreds or thousands of entries.

Cultural Influences Affect

-Language -Nonverbal signals -Word meaning -Time and space issues -Rules of human relationships -A company's cultural diversity affects how its business messages are conceived, composed, delivered, received, and interpreted. -The interaction of culture and communication is so pervasive that separating the two is virtually impossible. The way you communicate is deeply influenced by the culture in which you were raised. The meaning of words, the significance of gestures, the importance of time and space, the rules of human relationships—these and many other aspects of communication are defined by culture. To a large degree, your culture influences the way you think, which naturally affects the way you communicate as both a sender and a receiver. Intercultural communication is much more complicated than simply matching language between sender and receiver; it goes beyond mere words to beliefs, values, and emotions.

Analyzing a formal report (1 of 14)

-Large, bold type distinguishes the title from the other elements on the cover. -The name of the recipient, if applicable, typically comes after the tile. -Generous use of white space between elements gives the cover an open feel. -Dating the report gives it a feeling of currency when it is submitted and, conversely, as time passes, signals to future readers that the material might be out of date at that point. -The "how-to" tone of Moreno's title is appropriate for an action-oriented report that emphasizes recommendations. A more neutral title, such as "An Analysis of Electrovision's Travel and Entertainment Costs." would be more suitable for an informational report. (1 of 14)

Practicing Network Etiquette

-Learn About the People You Connect With -Don't Overwhelm Network Contacts -Communicate Clearly and Succinctly -Respect Contacts' Personal Information -Don't Email Your Résumé to Strangers -Say "Thank You" When Someone Helps You -Remember that networking is about people helping each other, not just about other people helping you. Pay close attention to networking etiquette: Try to learn something about the people you want to connect with, don't overwhelm others with too many messages or requests, be succinct in all your communication efforts, don't give out other people's names and contact info without their permission to do so, never email your résumé to complete strangers, and remember to say thank you every time someone helps you. -To become a valued network member, you need to be able to help others in some way. Even if you don't have influential contacts yet: Your research on industries & trends for your own job search might be valuable info you can share via your online & offline networks. Or you might simply be able to connect one person with another who can help. The more you network, the more valuable you become in your network—and the more valuable your network becomes to you. -Finally, be aware that your online network reflects on who you are in the eyes of potential employers, so exercise some judgment in making connections. Also, many employers now contact people in a candidate's public network for background info, even if the candidate doesn't list those people as references.

Tips for Successful Wiki Writing

-Let go of ownership and desire for recognition. -Look for opportunities to improve and update. -Determine how new material fits in with old material. -Use the discussion board to share thoughts and intentions. -Don't let pages get too long over time. -Being an effective wiki collaborator requires a different writing mindset. If others might disagree with a change you would like to make to a wiki entry, you can use the wiki's discussion facility to share your thoughts and intentions with other contributors. -The most important difference is letting go of the sense of ownership and desire for individual recognition that you may have about your contributions. By the same token, look for opportunities to improve and update the work that others have published. If you are adding a page or an article to an existing wiki, figure out how this new material fits in with the existing organization. Determine whether any similar material already exists; it might be better to expand an existing article or add a subpage than to create a new item. If you recognize that your planned changes might not meet with universal approval, you can use the wiki's discussion facility to share your thoughts and intentions with other contributors. Finally, take care not to let individual pages grow too long over time as people continue to add content.

The Close

-Like the warm-up, the end of the interview is more important than its brief duration would indicate. These last few minutes are your final opportunity to emphasize your value to the organization and to correct any misconceptions the interviewer might have. Be aware that many interviewers will ask whether you have any more questions at this point, so save one or two from your list. -Concluding Gracefully: You can usually tell when the interviewer is trying to conclude the session. He or she may ask whether you have any more questions, check the time, summarize the discussion, or simply tell you that the allotted time for the interview is up. When you get the signal, be sure to thank the interviewer for the opportunity and express your interest in the organization. -If able & can do so comfortably, try to figure out what'll happen next, but don't press for an immediate decision. -If this is your 2nd or 3rd visit, the interview may end with an offer of employment. -If you've got other offers or need time to think, it's perfectly ok to thank the interviewer for the offer & ask for some time to consider it. -If no offer is made, the interview team may not have reached a decision yet, you may ask tactfully when you can expect to know the decision. -Discussing Salary: If you receive an offer during the interview, you'll naturally want to discuss salary. However, let the interviewer raise the subject. If asked your salary requirements during the interview or on a job application, you can say that your requirements are open or negotiable or that you would expect a competitive compensation package. Negotiate your salary: -How far you can negotiate depends on several factors (market demand for your skills, strength of the job market, company's compensation policies, the company's financial health, and any other job offers you may be considering). -Research salary ranges in your job, industry, and geographic region before you try to negotiate salary. -Remember you're negotiating a business deal, not favors, focus on the unique value you bring to the job. -More info you have, the stronger your position will be. -If salary isn't negotiable, look at the overall compensation and benefits package. -There may be flexibility in a signing bonus, profit sharing, retirement benefits, health coverage, vacation time, and other valuable elements. -Interview Notes: Maintain a notebook or simple database with information about each company, interviewers' answers to your questions, contact information for each interviewer, the status of follow-up communication, and upcoming interview appointments. Carefully organized notes will help you decide which company is the right fit for you when it comes time to choose from among the job offers you receive.

Uncovering Audience Needs

-Listen for Apparent Needs -Uncover Hidden Needs In many situations your audience's information needs will be obvious, or readers will be able to tell you what they need. In other situations, though, people may be unable to articulate exactly what they want. You may not even have a chance to ask them either. If someone makes a vague or broad request, ask questions to narrow the focus. Example: -Your boss says, "Find out everything you can about Interscope Records," narrow the investigation by asking which aspect of the organization & its business is most important. -Asking 1 or 2 questions often forces the person to think through the request and define more precisely what's required. In addition, try to think of relevant information needs that your audience may not have expressed. Suppose you've been asked to compare two health insurance plans for your firm's employees, but your research has uncovered a third alternative that might be even better. You could then expand your report to include a brief explanation of why the third plan should be considered and compare it with the two original plans. Use judgment, however; in some situations you need to provide only what the audience expects and nothing more.

Using Presentation Software to Create Visual Reports & Visual Reports Using Presentation Software

-Look and feel of a document instead of a presentation slide Create visual reports: -Combo of a conventional report and presentation slides -Effective and appealing communication tool -Visual reports are documents made using presentation software, but they are intended to be read like documents, not projected as presentation slides. -Presentation software can be used to create visual reports that are designed to be read as other documents, rather than being projected as presentation slides.

Analyzing a formal report (14 of 14)

-MLA style lists references alphabetically by the author's last name, and when the author is unknown, by the title of the reference. (See Appendix B for additional details on preparing reference lists.) -Moreno's list of references follows the style recommended in the MLA Style Manual. The box below shows how these sources would be cited following American Psychological Association (APA) style. (14 of 14)

Benefits of Printed Messages

-Making a Formal Impression -Complying With Legal Requirements -Standing Out From Digital Message Flood -Making a Permanent, Unchangeable, or Secure Record -Most of your business communication is likely to be via digital means, but don't overlook the benefits of printed messages. (For more on formatting printed letters and memos, see Chapter 6 and Appendix A.) Here are several situations in which you should consider using a printed message rather than digital alternatives: -When you want to make a formal impression. For special messages, such as sending congratulations or condolences, the formality of printed documents usually makes them a much better choice than digital messages. -When you are legally required to provide information in printed form. Business contracts and government regulations sometimes require that information be provided on paper. -When you want to stand out from the flood of digital messages. If your audience's computers are overflowing with Twitter updates, email messages, and messaging notifications, sometimes a printed message can stand out enough to get noticed. -When you need a permanent, unchangeable, or secure record. Letters and memos are reliable. Once printed, they can't be erased with a single keystroke or surreptitiously modified the way some digital messages can be. Printed documents also require more effort to copy and forward.

Following Up After Submitting a Résumé

-Making a Positive Impression -Adhere to Employer's Instructions -Be Aware of Job Closing Dates -Deciding if, when, and how to follow up after submitting your résumé and application letter is one of the trickiest parts of a job search. First and foremost, keep in mind that employers continue to evaluate your communication efforts and professionalism during this phase, so don't say or do anything to leave a negative impression. Second, adhere to whatever instructions the employer has provided. If a job posting says "no calls," for example, don't call. Third, if the job posting lists a close date, don't call or write before then because the company is still collecting applications and will not have made a decision about inviting people for interviews. Wait a week or so after the close date. If no close date is given and you have no other information to suggest a timeline, you can generally contact the company starting a week or two after submitting your résumé. -Think creatively about a follow-up message; show that you've continued to add to your skills or that you've learned more about the company or the industry.

Job-Search Strategies: Maximize Your Mobile

-Many companies have optimized their careers websites for mobile access, & some have even developed mobile apps that offer everything from background info on what it's like to work there to application forms that you can fill out right on your phone. -Don't be too quick to abandon a job application or an investigation into an employer just because the firm doesn't have a careers app or a mobile-friendly job site. -Many employers are still in the process of optimizing their online career materials for mobile devices. -Recent survey, 40% of mobile users said they'd abandon a nonmobile job application—a distressingly high number in a slow job market. -integrating a mobile device into your job-search strategy can help with networking and staying on top of your active job applications. -Some companies don't wait long after extending an offer; if they don't hear from the top candidate in a short amount of time, they'll move on their next choice. -Use your mobile device to enhance your personal brand and your online portfolio. Example: if you want to work in retail, take photos of particularly good or particularly bad merchandizing displays & post them with commentary on your social media accounts. -Many of the tools you can use to build your personal brand are available as mobile apps, including blogging platforms, Twitter, Facebook, & LinkedIn. -Résumé creation apps: quickly modify your résumé if you come across a good opportunity. -Business card scanning apps: easy to keep digital copies of business cards, so you'll never lose important contact info. -Note-taking apps: great way to plan for interviews & record your postinterview notes. -Your phone's scheduling capability to make sure you never miss an interviewing or a filing deadline. -Polish interviewing skills with your phone's audio- & video-recording features or a practice-interview app. -If an employer wants to interview you via Cisco WebEx or another online meeting system, those apps are available for your phone or tablet as well.

Advantages and Disadvantages of Messaging

-Messaging offers several key benefits over email for specific communication purposes, so it's not surprising that it has been steadily replacing email in many applications in recent years. First, because it mimics voice conversation to a high degree, it is better suited to back-and-forth exchanges than email and other digital formats. If you've ever tried to carry on a conversation via email or Facebook comments, you know how agonizingly slow it can be to wait for the other person to respond. Second, with closed systems such as Slack, administrators can choose who is allowed to participate, which means they can block out all outside distractions and threats. Unlike email, which has no centralized control mechanism on the Internet, these private messaging systems spare users from many of the overload problems and security threats that plague email. Third, the instantaneous nature of messaging makes it the best choice when senders want messages to be seen and acted on immediately. (Email systems can be set up with alerts to tell receivers about incoming messages, but the email messages still need to be opened before they can be read.) Messaging offers several key benefits over email: -The ability to mimic live conversation -Improved security -Instantaneous delivery -Messaging does have several potential drawbacks. First, for real-time conversational exchange, users of all systems are at the mercy of other users' typing speed and accuracy, which can make messaging annoyingly slow in some cases. Second, messaging systems vary widely in their levels of security and privacy, and public IM systems aren't as secure as private, enterprise-level systems. But even closed messaging systems such as Slack are at risk from security attacks. Third, like email, messaging is a lean medium with little opportunity to convey nonverbal signals, which increases the chances of misinterpretation.

Creating Promotional Messages for Mobile Devices

-Mobile advertising and mobile commerce (sometimes referred to as m-commerce) are two of the hottest developments in marketing communications. Mobile advertising is already a multibillion-dollar business. The types of marketing and sales messages created for mobile audiences range from short, simple text ads that appear next to search engine results to mobile-optimized video—the most common form of content marketing in the mobile arena. -Companies are putting so much emphasis on mobile marketing because mobile devices now play such a big role in consumer buying behavior. Smartphone owners tend to use their devices for many shopping-related tasks, from searching for product reviews to finding stores and service businesses, looking for coupons and other promotions, and doing in-store price comparisons. In fact, some 80% of smartphone-equipped consumers use their devices to get shopping-related information. -If you are involved with creating mobile marketing or sales messages, keep two essential points in mind. First, like all mobile messages, promotional messages need to be kept short and simple. Second, the mobile experience needs to be fast and straightforward. Mobile users are often time-constrained, and they will quickly abandon websites that don't load quickly or are confusing to navigate.

Prepare your statement of purpose

-Most useful way to phrase your purpose statement is to begin with an infinitive (to plus a verb). Using an infinitive encourages you to take control and decide where you're going before you begin. When you choose an infinitive (such as to inform, to confirm, to analyze, to persuade, or to recommend), you pin down your general goal in preparing the report. -Consider these examples for informational reports: -To update clients on the progress of the research project (progress report). -To develop goals and objectives for the coming year (strategic plan). -To identify customers and explain how the company will serve them (marketing plan). -To submit monthly sales statistics to management (operating report). -To summarize what occurred at the annual sales conference (personal activity report). -To explain building access procedures (policy implementation report). -To submit required information to the Securities and Exchange Commission (compliance report). -The statement of purpose for an analytical report often needs to be more comprehensive than a statement for an informational report. -If assigned an analytical report rather than an informational report, the writer has to go beyond merely collecting data; she had to draw conclusions and make recommendations. -Proposals must also be guided by a clear and specific statement of purpose to help you focus on crafting a persuasive message.

Essential Résumé Elements

-Name and Contact Information: Your name and contact information constitute the heading of your résumé; include the following: Name, Address (both permanent and temporary, if you're likely to move during the job search process), Email address, Phone number(s), The URL of your personal webpage, e-portfolio, or social media résumé (if you have one). Use a professional-sounding email address for business correspondence, such as [email protected]. If the only email address you have is through your current employer, get a free personal email address from one of the many services that offer them. It's not fair to your current employer to use company resources for a job search, and doing so sends a bad signal to potential employers. -Introductory Statement: You have three options for a brief introductory statement that follows your name and contact information: Career objective. A career objective identifies either a specific job you want to land or general career track you would like to pursue. -Negatives of career objectives (Common to include in the past):It can categorize you so narrowly that you miss out on interesting opportunities. It's essentially about fulfilling your desires, not about meeting the employer's needs. -Alternatives to career objectives (Recent years more job seeker do this): Qualifications summary. Career summary. -When to use a career objective/If used: If you've little or no work experience in your target profession. Word it in a way that relates your qualifications to employer needs. -Qualifications summary. A qualifications summary offers a brief view of your key qualifications. The goal is to let a reader know within a few seconds what you can deliver. -How to title a qualifications summary: Generic-"Qualifications Summary" or "Summary of Qualifications". If you've one dominant qualification, you can use that as the title. -When to use a qualifications summary: If you've one or more important qualifications but don't yet have a long career history. If you haven't been working long but your college education has given you a dominant professional "theme", crafting one highlights your educational preparedness. -Career summary. A career summary offers a brief recap of your career with the goal of presenting increasing levels of responsibility and performance (see Figure 18.6 on page 531 for an example). A career summary can be particularly useful for managers who have demonstrated the ability to manage increasingly larger and more complicated business operations—a key consideration when companies look to hire upper-level executives. -Whichever option you choose, make sure it includes many of the essential keywords you identified in your research—and adapt these words and phrases to each job opportunity as needed. -Education: If you're still in college or have recently graduated, education is probably your strongest selling point. Present your educational background in depth, choosing facts that support your professional theme. Give this section a heading such as "Education," "Technical Training," or "Academic Preparation," as appropriate. Then, starting with the most recent, list the name and location of each school you have attended, the month and year of your graduation (say "anticipated graduation: ______" if you haven't graduated yet), your major and minor fields of study, significant skills and abilities you've developed in your course work, and the degrees or certificates you've earned. Fine-tune your message by listing courses that are most relevant to each job opening, and indicate any scholarships, awards, or academic honors you've received. -Include Edu Section: Relevant training sponsored by business or govt organizations. High school or military training only if the associated achievements are pertinent to your career goals. -Certain situations (Listing your GPA): Depends on the job you want & the quality of your grades. There's no rule saying you must. If grades are better within your major than in other courses, you can also list your GPA as "Major GPA" and include only those courses within your major. If you don't: Prepare to answer questions about it during the interview process. Many employers will assume that your GPA isn't spectacular if it's not on your résumé. If you do: Mention the scale, especially if it isn't a four-point scale. -Job-Specific keywords -Work Experience, Skills, and Accomplishments: This section can be called "Work Experience," "Professional Experience," or "Work and Volunteer Experience," if you have limited work experience and want to bolster that with volunteer experience. Like the education section, the work experience section should focus on your overall theme in a way that shows how your past can contribute to an employer's future. Use keywords to call attention to the skills you've developed on the job and to your ability to handle responsibility. Emphasize what you accomplished in each position, not just the generic responsibilities of the job. -How to show work experience, skills, & accomplishments: List jobs in reverse chronological order, starting with the most recent. Include military service, any internships & part-time or temporary jobs related to your career objective. Include the name & location of the employer, if needed briefly describe what it does. To keep the name of your current employer confidential, you can identify the firm by industry only ("a large video game developer"). If there's a change in name or location of the organization, state the current name, location and include the old info preceded by "formerly ..." Before or after each job listing, state your job title, years you worked there, full-time/part time; use the phrase "to present" denoting current employment. Jobs that are most recent or more closely related to target position, should take the most space. Mention when you're personally responsible for something significant. List skills & accomplishments. -Helpful tips when writing a resume: Write a 30-second "commercial" for each major skill you want to highlight. (should provide proof of skill possession) Keep "commercials" brief. Save detailed proof statements for cover letters & interview questions. -Certain Situations, part-time, temporary, or entry-level (that don't relate to career obj): Use your best judgment when it comes to including or excluding them. Lots of minor/irrelevant work details lead to clutter, particularly if you've been in the professional workforce for a few years. Use if you don't have a long employment history, including these jobs shows ability & willingness to keep working. -Activities and Achievements: This optional section can be used to highlight activities and achievements outside of a work or educational context—but only if they make you a more attractive job candidate. For example, traveling, studying, or working abroad and fluency in multiple languages could weigh heavily in your favor with employers who do business internationally. -Many employers are involved in their local communities: Tend to look positively at those active & concerned members of their communities. Include community service activities suggesting leadership, teamwork, communication skills, technical aptitude, or other valuable attributes. -Avoid: Indicating membership or significant activity in religious or political organizations, (unless applying to these organizations). Doing so may raise concerns for people with differing beliefs or affiliations. -However: Highlight skills you developed while involved with such groups refer to it generically as a "not-for-profit organization." -Little job experience & not much outside of education: Involvement in athletics or other organized student activities. Consider mentioning publications, projects, & other accomplishments that required relevant business skills. -Personal Data and References: In nearly all instances your résumé should not include any personal data beyond the information described in the previous sections. When applying to U.S. companies, never include any of the following: physical characteristics, age, gender, marital status, sexual orientation, religious or political affiliations, race, national origin, salary history, reasons for leaving jobs, names of previous supervisors, names of references, Social Security number, or student ID number. However, be aware that standards can vary in other countries. For example, some international employers might require you to include your citizenship, nationality, or marital status. -Regarding Personal data & reference: Availability of references is assumed (no "References available upon request") Have a list of several references when beginning job applications. Reference sheet with your name & contact info at the top. For a finished look, use the same design & layout you use for your résumé. List 3 or 4 people who've agreed to serve as references. (person's name, job title, organization, address, telephone number, email address (if the reference prefers to be contacted by email) & relationship) -Some scenarios Figures 18.4-18.6: Scenario 1: Positioning yourself for an ideal opportunity (when you've found a job opening that aligns closely with your career goals and your academic and professional credentials) Scenario 2: Positioning yourself for an available opportunity (when you can't find a job in your chosen field and need to adapt to whatever opportunities are available) Scenario 3: Positioning yourself for more responsibility (after you have some experience in your field and want to apply for positions of greater responsibility)

Community Manager: Keeping a Company Connected to Its Stakeholders

-Narrow sense community manager, is the social media interface between a company & its external stakeholders. -Broad sense community managers, plan & manage corporate events & oversee customer support operations. -Smaller firms, might be the sole voice in a company's social media presence (running its Twitter account & Facebook pages, for example). -Larger firms often entail supervising a team of people who carry out a broad range of audience-engagement activities. -Skills, communication skills are essential from handling the ins & outs of effectively using social media to fostering a sense of community & inspiring people to be passionate about a company & its brands. -Is data-intensive job in many companies. -Expected to make full use of analytical tools to measure the effects of social interaction & to use those results to plan new initiatives. -Must be well versed in their company's product & service offerings. -Personal level, the job requires high energy, resilience, a thick skin for handling negative comments, & a willingness to be connected far beyond the limits of a 40-hour week. -You are "the face of the brand," as Adobe's community manager Rachael King describes it, & when major events hit, social managers are expected to respond in real time. Pg 215

Giving Impromptu Speeches & Ensuring Successful Team Presentations

-No opportunity to practice -Identify one key idea -Create structure to convey that idea -Don't fake it -Take a few seconds to identify the one key idea you want to share with the audience. That idea alone may be enough to meet the audience's expectations, or it might be enough to get you started and allow you to piece together additional ideas on the fly. Then think about a structure that would help convey that idea. Telling a brief story can be particularly effective in these situations because the structure helps you organize what you want to say, even as you're speaking. If you are asked to speak on a topic and simply don't have the information at hand, don't try to fake it. Instead, offer to get the information to the audience after the meeting or ask whether anyone else in the room can respond. -Planning a team presentation -Rehearsing and delivering a team presentation

The Subject Line: Persuading People to Open Your Messages

-Often most important part of an email message -Use a clear description of the message subject -If potential to be ignored, get more creative -Use subject lines that connect to the needs of the audience -Look for ways to add intrigue -Clearly convey subject of message -Shorter is better -Pay attention to first line of message -Alter subject line for ongoing threads Remember: -The subject line is often the most important part of an email message because it can determine whether the message gets read. -For routine, expected email messages to colleagues, a clear description of the message subject is usually adequate. -If your message might be ignored, you need to get more creative with the subject line. -Compelling subject lines connect the content of the message to the recipient's wants and needs. -When appropriate, look for ways to add intrigue to your subject lines to arouse curiosity. -Keep subject lines short so they display well on mobile devices. For every message, keep these general tips in mind for effective subject lines: -Make sure you clearly convey the subject of the message. Vague subjects, such as "Interesting idea" or "Update," don't give the reader much motivation to open a message. -Shorter is better. Assume that recipients will see your messages on mobile devices, which often display fewer characters than full-size screens. Limit your subject lines to around 50 characters, or at least make sure that key words and phrases appear in the first 50 characters. -In addition to the subject line, the inbox listing in many email systems and mobile email apps displays the first line or two of the message content. You can use the first few words of the message body to continue or expand on the subject line. Alternatively, if you are replying to a message, you can include the opening line of the original message to remind the recipient which message you are replying to. -Revise the subject line if an ongoing thread has altered the focus of the conversation.

Effectively organize a website

-On simpler sites with few content categories, the info architecture is fairly straightforward. A recent trend toward one-page websites, in which all the content is presented on a single, scrolling page, represents the ultimate in website simplicity. These can be particularly good for mobile devices because navigating them requires nothing more than simple scrolling action by the user. Companies also use one-page designs for individual sections of a larger website. -On large corporate or organizational websites (such as your college or university's website), the architecture can be extremely complex, -Think of your website as an information-delivery machine that visitors must learn how to operate in order to use efficiently. By making your machine as easy to use as possible, you'll help visitors find what they want quickly and encourage them to come back for more. -Brainstorm all the likely usage scenarios—who will visit the site, where will they be coming from, what will they be looking for, and what terms will they use to identify the information they need? -Identify all the likely entry points to the site and the target information for each visitor segment. -Create a map or other visual tool (web designers refer to these as wireframes) that shows all the pathways between entry points and target information, then organize the content and links in the simplest, most direct way possible. -Make sure visitors can always find their way back to the top level of the site, even if a search engine link plunked them onto a page deep within the site. -Give visitors options for finding what they want (see Figure 7.5). Some will want to search by key terms, for example, whereas others will prefer to follow clearly defined paths that drill down into more specific information (such as Products ▸ Consumer Products ▸ Tools ▸ Handheld Power Tools, for example). -Be consistent with labels and link behaviors, and use commonly accepted terminology. For example, web visitors now expect information about a company to be on a page titled "About Us."

Writing Readable Content

-One of the most common mistakes beginners make—and one of the chief criticisms leveled at structured slide designs in general—is stuffing slides with too much text. Doing so overloads the audience with too much information too fast, takes attention away from the speaker by forcing people to read more, and requires the presenter to use smaller type. -Effective text slides supplement your words and help the audience follow the flow of ideas. In a sense, slide text serves as the headings and subheadings for your presentation. Accordingly, choose words and short phrases that help your audience follow the flow of ideas, without forcing them to read in depth. You want your audience to listen, not to read. Use your slides to highlight key points, summarize and preview your message, signal major shifts in thought, illustrate concepts, or help create interest in your spoken message. If the audience can benefit from additional written information, provide those details in handouts. When writing content for text slides, keep your message short and simple (see Figure 17.5): -Limit each slide to one thought, concept, or idea (without dividing things so far that the audience has trouble seeing the big picture). -Limit text content to four or five lines with four or five words per line. For selected slides, it might make sense to exceed these limits, but do so infrequently. -Don't show a large number of text-heavy slides in a row; give the audience some visual relief. -Write short, bulleted phrases rather than long sentences. -Use sentences only when you need to share a quotation or some other text item verbatim. -Phrase list items in parallel grammatical form to facilitate quick reading. -Use the active voice. -Include short, informative titles. -When combining visuals with text, the more information the visual can convey, the less work your text needs to do.

Avoiding Mistakes

-Overlooking résumé errors -Misspelling the manager's name -Arriving late for an interview -Posting something unprofessional -Completing forms incorrectly -Not doing your own research -While you're making all these positive moves to show employers you will be a quality hire, take care to avoid the simple blunders that can torpedo a job search, such as not catching mistakes in your résumé, misspelling the name of a manager you're writing to, showing up late for an interview, tweeting something unprofessional, failing to complete application forms correctly, asking for information that you can easily find yourself on a company's website, or making any other error that could flag you as someone who is careless or disrespectful. Assume that every employer will conduct an online search on you. Busy recruiters will seize on these errors as a way to narrow the list of candidates they need to spend time on, so don't give them a reason to reject your résumé.

Gathering Information & Selecting the Right Combination of Medium and Channel

-Persuasive Business Messages -Marketing Messages -Sales Messages -Once your situation analysis is complete, you need to gather the info necessary to create a compelling persuasive message. You'll learn more about the types of info to include in persuasive business messages and marketing and sales messages later in this chapter. Chapter 13 presents advice on how to find the info you need. -Analyze Options -Select Cost-Effective Combination -Employ Multiple Media and Channels -Persuasive messages can be found in virtually every communication format, from instant messages and podcasts to radio advertisements and skywriting. In fact, advertising agencies employ media specialists whose job is to analyze the options available and select the most cost-effective combination for each client and each advertising campaign. -Persuasive messages are often unexpected and sometimes even unwelcome, so choose your medium carefully to maximize the chance of getting through to your audience. -In some situations, various members of your audience might prefer different media for the same message. Some consumers like to do all their car shopping in person, whereas others do most of their car-shopping research online. Some people don't mind promotional emails for products they're interested in; others resent every piece of commercial email they receive. If you can't be sure you can reach most or all of your audience through a single medium, you need to use two or more, such as following up an email campaign with printed letters. -Social media provide some exciting options for persuasive messages, particularly marketing and sales messages. However, as "Writing Promotional Messages for Social Media" on page 344 explains, messages in these media require a unique approach.

Figure 14.7 (2 of 2)

-Phan brings the first problem to life by complementing the general description with a specific example. -In discussing the second problem, he simplifies the reader's task by maintaining a parallel structure: a general description followed by a specific example. -He explains how his recommendation (a new organizational structure) will solve both problems. -He acknowledges that the recommended solution does create a temporary compensation problem but expresses confidence that a solution to that can be worked out. -Commission problems are the second "2" in Phan's 2 + 2 = 4 approach. -Phan concludes the 2+2 = 4 approach: organizational problems + commission problems = the need for a new sales structure. -The summary concisely restates both the problem and the recommended solution. (2 of 2)

Optimizing Your Writing Time

-Planning = 50% -Writing = 25% -Completing = 25% -The more you use the three-step writing process, the more intuitive and automatic it will become. You'll also get better at allotting time for each task during a writing project. Start by figuring out how much time you have. Then, as a general rule, set aside roughly 50% of that time for planning, 25% for writing, and 25% for completing. Reserving half your time for planning might seem excessive, but as the next section explains, careful planning usually saves time overall by focusing your writing and reducing the need for reworking. Of course, the ideal time allocation varies from project to project. Simpler and shorter messages require less planning than long reports, websites, and other complex projects. Also, the time required to produce and distribute messages can vary widely, depending on the media, the size of the audience, and other factors. Start with the 50-25-25 split as a guideline, and use your best judgment for each project.

Thinking Ahead About Questions

-Planning ahead for the interviewer's questions will help you handle them more confidently and successfully. In addition, you will want to prepare insightful questions of your own.

Define primary research and outline the steps involved in conducting surveys and interviews

-Primary research is research that is being conducted for the first time, and the two most common methods are surveys and interviews. Conducting a survey involves selecting a representative set of respondents from the population you are studying, developing a questionnaire using carefully written and sequenced questions, and administering the actual survey to collect information. Conducting an interview starts with learning about the person(s) you plan to interview and then formulating your main idea to make sure your interview will stay focused. Choose the length, style, and organization of the interview, and then select question types to elicit the sort of information you want, with each question designed to collect useful answers. Limit your questions to the most important queries. Record the interview if the person allows, and review your notes as soon as the interview ends.

Visual Medium

-Print Channel: Photographs and diagrams can be effective communication tools for conveying emotional content, spatial relationships, technical processes, and other content that can be difficult to describe using words alone. You may occasionally create visual printed messages as standalone items, but most will be used as supporting material in printed documents. -Business messages can come alive when conveyed by visual media in digital channels. Infographics, interactive diagrams, animation, and digital video have the potential to engage audiences in ways that other formats can't, which is why the use of visual elements in business communication continues to grow. Traditional business messages rely primarily on text, with occasional support from graphics such as charts, graphs, or diagrams to help illustrate points discussed in the text. However, many business communicators are discovering the power of messages in which the visual element is dominant and supported by small amounts of text. For the purposes of this discussion, think of visual media as formats in which one or more visual elements play a central role in conveying the message content. -The combo of the visual medium and a digital channel can be the most compelling and engaging choice for many messages, although it isn't always the easiest or cheapest format. -Messages combining powerful visuals with supporting text can be effective: -Audiences are pressed for time & bombarded with messages, quick (effective) communication is welcome. -Visuals are effective at describing complex ideas & processes because they can reduce the work required for an audience to identify the parts & relationships that make up the whole. -In a multilingual business world, diagrams, symbols, & other images can lower communication barriers by requiring less language processing. -Visual images can be easier to remember than purely textual descriptions or explanations.

Planning Effectively

-Provide the Right Information to the Right People -Deliver the Information Concisely -Write More Efficiently -Avoid Embarrassing Blunders -As soon as the need to create a message appears, inexperienced communicators are often tempted to dive directly into writing. However, skipping or shortchanging the planning stage often creates extra work and stress later in the process. -1st, thoughtful planning is necessary to make sure you provide the right information in the right format to the right people. Taking the time to understand your audience members and their needs helps you find and assemble the facts they're looking for and deliver that information in a concise and compelling way. -2nd, with careful planning, the writing stage is faster, easier, and much less stressful. -3rd, planning can save you from embarrassing blunders that could hurt your company or your career.

Social Networks can be grouped into three categories

-Public, general-purpose networks. Facebook & Google+ are the largest & best-known of these networks. Additionally, regionally focused networks have significant user bases in some countries, such as China's Renren & Kaixin001. -Public, specialized networks. Whereas Facebook & Google+ serve a wide variety of personal and professional needs, other networks focus on a particular function or a particular audience. The most widely known is LinkedIn, with its emphasis on career- and sales-related networking. Other networks address the needs of entrepreneurs, small-business owners, specific professions, product enthusiasts, and other narrower audiences. -Private networks. Some companies have built private social networks for internal use, either as standalone systems or as part of broader collaboration and communication systems (such as Cemex's Shift, (Chapt 2). The Red Robin restaurant chain, for example, uses the Yammer social network to share information across the organization nationwide and up and down the corporate ladder. While many companies have found success with internal social networks, a recurring problem is getting enough people in an organization to use them. When top executives are visible participants and use the networks to share vital info, employees are more likely to stay active on them as well. Pg 208

Common Examples of Persuasive Business Messages

-Requests for Action -Presentations of Ideas -Claims and Requests for Adjustment -Throughout your career, you'll have numerous opportunities to write persuasive messages within your organization, such as reports suggesting more efficient operating procedures or memos requesting money for new equipment. Similarly, you may produce a variety of persuasive messages for people outside the organization, such as websites shaping public opinion or letters requesting adjustments that go beyond a supplier's contractual obligations. -In addition, some of the routine requests you studied in Chapter 10 can become persuasive messages if you want a non-routine result or believe that you haven't received fair treatment. Most of these messages can be divided into persuasive requests for action, persuasive presentations of ideas, and persuasive claims and requests for adjustment.

Explain how to summarize research results and present conclusions and recommendations

-Research results can be applied in several ways, depending on the purpose of the report or presentation. A summary is an unbiased condensation of the information uncovered in your research. It filters out details and presents only the most important ideas. A conclusion is your analysis of what the findings mean (an interpretation of the facts). A recommendation is your opinion (based on reason and logic) about the course of action that should be taken.

Maintaining Standards of Etiquette

-Respect Your Audience -Minimize Negative Emotional Reactions -Use Diplomacy and Tact -Be Conscious of the Correct Level of Formality -Choose the Medium Best-Suited to Your Message -Good etiquette not only indicates respect for your audience but also helps foster a more successful environment for communication by minimizing negative emotional reactions. Of course, some situations require more diplomacy than others. If you know your audience well, a less formal approach may be more appropriate. However, when you are communicating with people who outrank you or with people outside your organization, an added measure of courtesy is usually needed. -Written communication and most forms of digital communication generally require more tact than oral communication does. When you're speaking, your words can be softened by your tone of voice and facial expression. Plus, you can adjust your approach according to the feedback you get. If you inadvertently offend someone in writing or in a podcast, for example, you don't usually get the immediate feedback you would need to resolve the situation. In fact, you may never know that you offended your audience.

Verifying Your Design Plans

-Review the Plan -Check Presentation Style -Double-Check Cultural Assumptions -Keep It Simple -Use Your Time Wisely -After you've chosen the medium or media for your visuals, think through your presentation plan carefully before you start creating anything. Discerning audience members—the sort of people who can influence the direction of your career—are not easily fooled by visual razzle-dazzle. If your analysis is shaky or your conclusions are suspect, an over-the-top visual production won't help your presentation succeed. Review the plan for each visual and ask yourself how it will help your audience understand and appreciate your message. -Next, make sure your presentation style is appropriate for the subject matter, the audience, and the setting (see Figure 17.1). Take the time to double-check any cultural assumptions that might be inappropriate. Are you highlighting with a color that has negative emotional connotations in your audience's culture? Would your materials be too playful for a serious audience? Too serious for an audience that values creativity? -When it comes time to make design choices, from selecting fonts to deciding whether to include a photo, remember the advice from Chapter 16 and designers such as Garr Reynolds: Let simplicity be your guide. Doing so has several advantages. First, creating simple materials often takes less time. Second, simple visuals reduce the chances of distraction and misinterpretation. Third, the more complex your presentation, the more likely something might go wrong. -Finally, use your time wisely. Presentation software seems to encourage experimentation and fiddling around with details and special effects, which can eat up hours of time you probably don't have. Based on your audience and the situation, decide up front how much visual design is sufficient for your purpose and then stop when you get there. Use the time you'll save to rehearse your presentation—practice is far more important than minor design issues on your slides. Figure 17.1: Presentation software lets you create a variety of visual styles, from quiet and plain to bold and busy. These four slides contain the same text but send different nonverbal messages. Make sure you choose a style that is appropriate for your audience and your message.

Step 3:Completing Business Messages

-Revise the Message -Produce the Message -Proofread the Message -Distribute the Message -After writing your first draft, revise your message by evaluating the content, reviewing readability, and editing and rewriting until your message comes across concisely and clearly, with correct grammar, proper punctuation, and effective format. Next, produce your message. Put it into the form that your audience will receive and review all design and layout decisions for an attractive, professional appearance. Proofread the final product to ensure high quality and then distribute your message. Completing business messages is discussed in Chapter 6.

Revising Your Résumé

-Revising your résumé for clarity and conciseness is essential. Recruiters and hiring managers want to find key pieces of information about you, including your top skills, your current job, and your education, in a matter of seconds. Many are overwhelmed with résumés, and if they have to work to find or decode this information, chances are they'll toss yours aside and move on to the next one in the pile. Remember the fundamental purpose of the résumé—to get you an interview, not to get you a job. Weed out details and irrelevant information until your résumé is tight, clear, and focused. -The ideal length of your résumé depends on the depth of your experience and the level of the positions for which you are applying. As a general guideline, if you have fewer than five years of professional experience, keep your conventional résumé to one page. For online résumé formats, you can always provide links to additional information. If you have more experience and are applying for a higher-level position, you may need to prepare a somewhat longer résumé. For highly technical positions, longer résumés are often the norm as well because the qualifications for such jobs can require more description.

Define secondary research and explain how to evaluate, locate, and document information sources

-Secondary research involves collecting information that was originally gathered for another research project or another effort. Secondary research is generally done before primary research, to save time and money in the event someone else has already gathered the information needed. -Information should come from a credible source that has a reputation for being honest and reliable; the source should also be unbiased. The purpose of the material should be known, and the author should be credible. The information should include references to sources (if obtained elsewhere), and it should be independently verifiable. The material should be current, complete, and supported with evidence. Finally, the information should seem logical. -The tasks involved in locating secondary sources of data and information can vary widely depending on the project, but much of your efforts will involve finding information in a corporate, public, or university library or finding information online. Libraries offer an array of business books, databases, newspapers, periodicals, directories, almanacs, and government publications. Some of these printed sources provide information that is not available online, and some of the online sources provide information that is available by subscription. Librarians can be a huge help when you need advice on structuring an investigation or finding specific sources. -Finding information online is often more complicated than simply plugging a few terms into a search engine. General-purpose search engines are sophisticated tools, but even when they are used wisely, they are not able to find everything on the Internet. Moreover, with no human reviewers to evaluate the quality or ranking of the search results, you can't always be sure of the quality of what you find. Web directories, metasearch engines, and online databases all complement the capabilities of general-purpose search engines. Use online monitoring tools to be alerted to new materials on topics of interest. -To make the best use of any search engine or database, think about your information needs carefully before you start searching, read and understand the instructions for using each online research tool, pay attention to the details because even minor aspects of searching can dramatically influence results, review search and display options carefully to optimize results, try variations on your search terms if you can't find what you're looking for, and try narrower or broader searches to adjust the scope of what you're looking for.

Figure 14.8 (4 of 4)

-Sharing the positive outcomes that other companies have experienced should heighten his boss's desire to explore the possibility of starting a program. -He is open about the downsides of mentoring programs, which addresses some potential objections and helps maintain his credibility on the subject. -"Next steps" signals his shift to the action phase of the AIDA model. He outlines a brief plan to move forward and concludes by asking for a meeting to get things rolling. (4 of 4)

Analyzing a formal report (13 of 14)

-She uses a descriptive heading for-the last section of the text. In informational reports, this section is often called "Summary" in analytical reports, it is called "Conclusions" or "Conclusions and Recommendations." -Presenting the recommendations in a list gives each one emphasis. -Moreno summarizes her conclusions in the first two paragraphs a good approach because she organized her report around conclusions and recommendations, so readers have already been introduced to them. -Moreno doesn't introduce any new facts in this section. In a longer report she might have divided this section into subsections, labeled "Conclusions" and "Recommendations," to distinguish between the two. (13 of 14)

Adapting Your Résumé to Your Audience

-Show How Your Capabilities Meet Business Concerns -Use the Same Terminology as the Employer -Translate" Your Experience -The importance of adapting your résumé to your target readers' needs and interests cannot be overstated. In a competitive job market, the more you seem like a good fit—a quality hire—the better your chances of securing interviews. Address your readers' business concerns by showing how your capabilities meet the demands and expectations of the position and the organization as a whole. Example: an in-house public relations (PR) department and an independent PR agency perform many of the same tasks, but the outside agency must also sell its services to multiple clients. Consequently, it needs employees who are skilled at attracting and keeping paying customers in addition to being skilled at PR. If you are applying for both in-house and agency PR jobs, you need to adapt your résumé for each of these audiences. -An essential step in adapting your résumé is using the same terminology as the employer uses to describe job responsibilities and professional accomplishments. In Figures 18.4 through 18.6 starting on page 529, you can see how the sample résumés do this, incorporating key terms and phrases from the job postings. If you are applying for business positions after military service or moving from one industry to another, you may need to "translate" your experience into the language of your target employers. For instance, military experience can help you develop many skills that are valuable in business, but military terminology can sound like a foreign language to people who aren't familiar with it. Isolate the important general concepts and present them in the business language your target employers use.

Social Differences

-Some behavioral rules are formal & specifically articulated (like table manners), whereas others are informal & learned over time (such as the comfortable distance to stand from a colleague during a discussion). The combo of formal & informal rules influences the overall behavior of most people in a society most of the time. In addition to the factors already discussed, social norms can vary from culture to culture in the following areas: -Attitudes toward work and success: In the US, for instance, a widespread view is that people who attain success through individual effort and initiative are to be admired. -Roles and status: Culture influences the roles people play, including who communicates with whom, what they communicate, and in what way. Culture also dictates how people show respect and signify rank. For example, it would sound odd to address your boss in the US as "Manager Jones," but including a professional title is common in China. -Use of manners: What is polite in one culture may be considered rude in another. For instance, asking a colleague "How was your weekend?" is a common way of making small talk in the US, but the question sounds intrusive to people in cultures in which business and private lives are seen as separate spheres. -Concepts of time: People in low-context cultures see time as a way to plan the business day efficiently, often focusing on only one task during each scheduled period and viewing time as a limited resource. However, executives from high-context cultures often see time as more flexible. Meeting a deadline is less important than building a business relationship. -Future orientation: Successful companies tend to have a strong future orientation, planning for and investing in the future, but national cultures around the world vary widely in this viewpoint. Some societies encourage a long-term outlook that emphasizes planning and investing—making sacrifices in the short term for the promise of better outcomes in the future. Others are oriented more toward the present, even to the point of viewing the future as hopelessly remote and not worth planning for. -Openness and inclusiveness: At the national level as well as within smaller groups, cultures vary on how open they are to accepting people from other cultures and people who don't necessarily fit the prevailing norms within the culture. An unwillingness to accommodate others can range from outright exclusion to subtle pressure to conform to majority expectations. -Use of communication technologies: Don't assume that colleagues and customers around the world use the same communication tools you do. For example, although mobile phone usage is high in most countries around the world, the percentage of users with smartphones and the broadband service required for communication services such as video varies widely.

Making sure your message doesn't get lost in translation (Keep in cultural/language differences in your audience) Pg 463

-Speak slowly & distinctly. The most common complaint of international audiences is that English speakers talk too fast. Articulate each word carefully, emphasize consonants for clarity, and pause frequently. -Repeat key words & phrases. When audiences are not very familiar with your language, they need to hear important information more than once. Also, they may not be familiar with synonyms, so word key points in the same way throughout your presentation. -Aim for clarity. Keep your message simple. Avoid complex sentence structures, abbreviations, acronyms, and metaphors. Replace two-word verbs with one-word alternatives (such as review instead of look over). Such verbs are confusing because the definition of each separate word differs from the meaning of the two words combined. Similarly, avoid slang and cultural idioms, such as once in a blue moon, which may be unfamiliar to an international audience. If you use words or phrases from the audience's native language, make sure you understand them fully. -Communicate with body language. Emphasize and clarify verbal information with gestures and facial expressions. For instance, smile to emphasize positive points and use gestures to illustrate the meaning of words such as up, down, or under. -Support your spoken message with visuals. Simple, clear visuals can help you describe your key points and keep the audience engaged. If possible, prepare captions in both English and your audience's native language.

Structured Slides

-Structured slides have the advantage of being easy to create; you simply choose an overall design scheme for the presentation, select a template for a new slide, and start typing. If you're in a schedule crunch, going the structured route might save the day because at least you'll have something ready to show. Given the speed and ease of creating them, structured slides can be a more practical choice for routine presentations such as project status updates. -In short structured slides are usually the best choice for project updates & other routine info presentations, particularly if the slides are intended to be used only once. -Also, because more info can usually be packed onto each slide, carefully designed structured slides can be more effective at conveying complex ideas or sets of interrelated data to the right audiences. For example, if you're talking to a group of executives who must decide where to make budget cuts across the company's eight divisions, at some point in the presentation they'll probably want to see summary data for all eight divisions on a single slide for easy comparison. Such a slide would be overcrowded by the usual definition, but this might be the only practical way to get a "big picture" view of the situation. (The best solution is probably some high-level, summary slides supported by a detailed handout, as "Creating Effective Handouts" on page 502 explains.) -The primary disadvantage of structured design is the mind-numbing effect of text-heavy slides that all look alike. Slide after slide of dense, highly structured bullet points with no visual relief can put an audience to sleep.

Designing Slides Around a Key Visual

-Structuring -Organizing -Explaining -With both structured and free-form design strategies, it is often helpful to structure specific slides around a key visual that helps organize and explain the points you are trying to make. For example, a pyramid suggests a hierarchical relationship, and a circular flow diagram emphasizes that the final stage in a process loops back to the beginning of the process. Figure 17.3 shows six of the many types of visual designs you can use to organize info on a slide. Figure 17.3: Simple graphical elements such as these "SmartArt" images in Microsoft PowerPoint make it easy to organize slide content using a key visual. Whether you're trying to convey the relationship of ideas in a hierarchy, a linear process, a circular process, or just about any other configuration, a key visual can work in tandem with your written and spoken messages to help audiences get your message.

Building Strong Relationships With Your Audience & Controlling Your Style and Tone

-Style -Language -Content -Language -Building relationships with your readers starts with planning how to adapt your style and language to meet their needs and expectations. Bear in mind that some reports—particularly those that can be transmitted online—can take on lives of their own, reaching a wider audience than you ever imagined and being read years after you write them. Consequently, choose your content and language with care. Also, because many companies have specific guidelines for communicating with public audiences, make sure you're aware of these preferences before you start writing. -As discussed in Chapter 5, establishing your credibility is vital to successful communication. To gain your audience's trust, research all sides of your topic and document your findings with credible sources. Also, be aware that setting audience expectations too high can lead to problems with your credibility if you can't deliver everything people expect you to, so take particular care with the introductory sections of important reports. -If you know your readers reasonably well and your report is likely to meet with their approval, you can adopt a fairly informal tone—provided that doing so is acceptable in the situation and in your company's culture. To make your tone less formal, refer to readers as you and refer to yourself as I (or we, if there are multiple report authors). -A more formal tone is usually appropriate for longer reports, especially those that deal with controversial or complex information. You'll also want to use a more formal tone when your report will be sent to other parts of the organization or to outsiders, such as customers, suppliers, or members of the community (see Figure 15.1). -If the situation calls for a more formal tone, use the impersonal journalism style, eliminating all references to you and I (including we, us, and our). When you use an impersonal style, you impose a controlled distance between you and your readers. Your tone is not only objective but also businesslike and unemotional. Be careful to avoid jokes, and minimize the use of similes, metaphors, and overly colorful language. -However, when crafting a more formal tone, take care not to go overboard, or you'll end up sounding stiff or dull. In addition, don't inadvertently slip into the passive voice. You can avoid this potential weakness by making the report content itself the actor in a sentence. For example, to convert "I think we should buy TramCo" to a more formal tone, you could write "The financial analysis clearly shows that buying TramCo is the best alternative."

Previewing Your Message & Presentation Body

-Summarize the Main Idea. -Identify Major Supporting Points. -Indicate the Order in Which You'll Develop the Points. -In addition to arousing audience interest and establishing your credibility, a good introduction gives your audience members a preview of what's ahead, helping them understand the structure and content of your message. A report reader can learn these things by looking at the table of contents and scanning the headings, but in a presentation you need to provide that framework with a preview. -Your preview should summarize the main idea of your presentation, identify major supporting points, and indicate the order in which you'll develop those points. Tell your listeners in so many words, "This is the subject, and these are the points I will cover." Once you've established the framework, you can be confident that the audience will understand how the individual facts and figures are related to your main idea as you move into the body of your presentation. If you are using an indirect approach, your preview can discuss the nature of your main idea without disclosing it. -The bulk of your speech or presentation is devoted to a discussion of the main supporting points from your outline. Whether you're using the direct or indirect approach, make sure the organization of your presentation is clear and your presentation holds the audience's attention. Connecting Your Ideas: Help your listeners move from one key point to the next with generous use of transitions. Between sentences and paragraphs, use transitional words and phrases such as therefore, because, in addition, in contrast, moreover, for example, consequently, nevertheless, and finally. To link major sections of a presentation, use complete sentences or paragraphs, such as "Now that we've reviewed the problem, let's take a look at some solutions." Every time you shift topics, be sure to stress the connection between ideas. Summarize what's been said and then preview what's to come. You might also want to call attention to the transitions by using gestures, changing your tone of voice, or introducing a new slide or other visual. -Use transitions to repeat key ideas and help the audience follow along, particularly in longer presentations. Holding Your Audience's Attention: After you've successfully captured your audience's attention in your introduction, you need to work to keep it throughout the body of your presentation. Here are a few helpful tips for keeping the audience tuned in to your message: -Relate your subject to your audience's needs. -Anticipate your audience's questions. -Use clear, vivid language. -Explain the relationship between your subject and familiar ideas. -Ask for opinions or pause occasionally for questions or comments. -Illustrate your ideas with visuals.

Characteristics of Résumé Formats

-The Chronological Résumé: In a chronological résumé, the work experience section dominates and is placed immediately after your contact information and introductory statement (see Figure 18.6 on page 531 for an example). Many employers prefer this format because it presents your professional history in a clear, easy-to-follow arrangement. If just graduating from college & have limited professional experience, you can vary this chronological approach by putting your educational qualifications before your experience. When there's few years of experience the résumé strategy should shift to emphasize work history & accomplishments. it might not be right for you at this stage in your career. -The Functional Résumé: A functional résumé, sometimes called a skills résumé, emphasizes your skills and capabilities, identifying employers and academic experience in subordinate sections. This arrangement stresses individual areas of competence rather than job history. The functional approach has three benefits: (1) Without having to read through job descriptions, employers can get an idea of what you can do for them; (2) you can emphasize previous job experience through the skills you gained in those positions; and (3) you can deemphasize any lengthy unemployment or lack of career progress. Be aware that because the functional résumé can obscure your work history, many employment professionals are suspicious of it. Moreover, it lacks the evidence of job experience that supports your skills claims. often considered by people with limited or spotty employment history. -The Combination Résumé: A combination résumé meshes the skills focus of the functional format with the job history focus of the chronological format. Figures 18.4 (page 529) and 18.5 (page 530) show examples of combination résumés. The chief advantage of this format is that it allows you to highlight your capabilities and education when you don't have a long or steady employment history, without raising concerns that you might be hiding something about your past. Even for an ideal job-search scenario, where your academic and professional experiences and interests closely match the parameters of the job opening, you still need to adapt your résumé content carefully to "echo" the specific language of the job description. you'll need to adjust your plans and adapt your résumé to the openings that are available. Look for opportunities that meet your near-term financial needs while giving you the chance to expand your skill set so that you'll be even more prepared when an ideal opportunity does come along.

Predicting the Effects of Audience Composition

-The attitudes and beliefs of individual audience members can have a significant impact on the success of a message. In this scenario, for instance, a seemingly positive message about employee benefits can generate a wide range of responses from employees with different beliefs and concerns. -Long description: The details of the illustration are as follows: The message from the person reads "Great news! We're starting an employee wellness program that will reward you with lower insurance cost for meeting various healthy living goals." The message leads to thought bubbles related to five people. The first thought bubble reads "Our profits are already down. Why are they adding another expensive perk?" The second thought bubble reads "This is an invasion of employee privacy! They have no right to monitor our personal lives." The third thought bubble reads "This is good news. This is my year to start eating right and working out." The fourth thought bubble reads "This will help the company long term by reducing health-care cost - great ideas!" The fifth thought bubble reads "We're about to adopt a baby with special needs. How will this program affect us?"

Choosing Between Direct and Indirect Approaches

-The direct approach starts with the main idea (such as a recommendation, a conclusion, or a request) and follows that with supporting points and evidence. -The indirect approach starts with reasoning, evidence, and background information and builds up to the main idea. -To choose between these two alternatives, analyze your audience's likely reaction to your purpose and message. Always consider the unique circumstances of each message and audience situation. The type of message also influences the choice of the direct or indirect approach. -Use direct approach when the audience is receptive or neutral. -Use indirect approach when the audience may react negatively or is uninterested or unwilling.

Analyzing a formal report (4 of 14)

-The executive summary begins by stating the purpose of the report. -Moreno presents the points in the executive summary in the same order as they appear in the report, using subheadings that summarize the content of the main sections of the report. -The page numbering in the executive summary continues with Roman numerals. -Her audience is receptive, so the tone in the executive summary is forceful; a more neutral approach would be better for hostile or skeptical readers. -The executive summary uses the same font and paragraph treatment as the text of the report. -Moreno decided to include an executive summary because her report is aimed at a mixed audience, some of whom are interested in the details of her report and others who just want the "big picture." The executive summary is aimed at the second group, giving them enough information to make a decision without burdening them with the task of reading the entire report. -Her writing style matches the serious nature of the content without sounding distant or stiff. Moreno chose the formal approach because several members of her audience are considerably higher up in the organization, and she did not want to sound too familiar. In addition, her company prefers the impersonal style for formal reports. (4 of 14)

Providing Required Information

-The journalistic approach asks who, what, when, where, why, and how. Using this method, you can quickly tell whether a message fails to deliver. -For example, consider this message requesting information from employees: We are exploring ways to reduce our office space leasing costs and would like your input on a proposed plan in which employees who telecommute on alternate days could share offices. Please let me know what you think of this proposal. The message fails to tell employees everything they need to know to provide meaningful responses. The what could be improved by identifying the specific points of information the writer needs from employees (such as whether individual telecommuting patterns are predictable enough to allow scheduling of shared offices). The writer also doesn't specify when the responses are needed or how the employees should respond. -By failing to address such points, the request is likely to generate a variety of responses, some possibly helpful but some probably not.

Analyzing a formal report (2 of 14)

-The memo format is appropriate for this internal report; the letter format would be used for transmitting an external report. -The tone is conversational yet still businesslike and respectful. -Acknowledging help given by others is good etiquette and a way to foster positive working relationships. -Moreno expects a positive response, so she presents her main conclusion right away. -She closes graciously, with thanks and an offer to discuss the results. -In this report, Moreno decided to write a brief memo of transmittal and include a separate executive summary. Short reports (fewer than 10 pgs) often combine the synopsis or executive summary with the memo or letter of transmittal. (2 of 14)

Types of Proposals (2 of 2)

-The most significant factor in planning any proposal is whether the intended recipient has asked you to submit a proposal. Solicited proposals are generally prepared at the request of external parties that require a product or a service, but they may also be requested by such internal sources as management or the board of directors. When organizations require complex products, services, or systems, they often prepare a formal invitation to bid on the contract, called a request for proposals (RFP), which includes instructions that specify exactly the type of work to be performed or products to be delivered, along with budgets, deadlines, and other requirements. To attract a large pool of qualified bidders, organizations send RFPs to firms with good records of performance in the field, print them in trade publications, and post them on the web. To write a proposal in response to an RFP: -Begin by reviewing the requirements. -Define the scope of the deliverables. -Determine the methods & procedures to be used. -Estimate time requirements, personnel requirements & costs. -Put it all in writing—exactly as specified in the RFP. -For RFPS:a variety of software products are available to help. Basic features include the ability to automatically personalize the proposal, ensure proper structure, and organize storage of all your boilerplate material (identical sections of text used in every proposal, such as a description of your company). At a more advanced level, semiautomated proposal-writing systems can scan RFPs to identify questions and requirements and fill in potential answers from a centralized knowledge base that contains input from all the relevant experts in your company. -Unsolicited proposals are created by organizations attempting to obtain business or funding without a specific invitation from a potential client. Such proposals may also be initiated by employees or managers who want to convince company insiders to adopt a program, a policy, or an idea. In other words, with an unsolicited proposal, the writer makes the first move. Even so, an unsolicited proposal should not come as a surprise to the recipient, but rather should be the summation of an ongoing conversation between the sender and the recipient. This approach helps ensure acceptance, and it gives you an opportunity to explore the recipient's needs and craft your proposal around them. -Unsolicited proposals differ from solicited proposals in another important respect: Your audience may not be aware of the problem you are addressing, so your proposal must first convince readers that a problem or an opportunity exists before convincing them that you can address it. Thus unsolicited proposals generally spend considerable time explaining why readers should take action and convincing them of the benefits of doing so. (2 of 2)

Producing Formal Reports and Proposals

-The number and variety of parts you include in a report depend on the type of report, audience requirements, organizational expectations, and report length. -One of the most important elements to consider is an introductory feature that helps time-pressed readers get a sense of what's in the document or even get all the key points without reading the document. A synopsis—sometimes called an abstract—is a brief overview (one page or less) of a report's most important points. The phrasing of a synopsis can be informative (presenting the main points in the order in which they appear in the text) if you're using the direct approach or descriptive (simply describing what the report is about, without "giving away the ending") if you're using the indirect approach. As an alternative to a synopsis or an abstract, a longer report may include an executive summary—a fully developed "mini" version of the report, for readers who lack the time or motivation to read the entire document. -Following the body of the report, possible supplemental parts (those coming after the main text of the report or proposal) include one or more appendixes, a bibliography, and an index. In general, place here supporting materials that could be of interest to some or all of your readers but that aren't crucial to the main thrust of your message. For an illustration of how the various parts fit together in a report, see "Report Writer's Notebook: Analyzing a Formal Report," starting on page 431. -In contrast to formal reports, synopses and executive summaries are less common in proposals. In an unsolicited proposal, the letter of transmittal should catch the reader's interest. In a solicited proposal, the introduction provides an adequate preview of the contents. Moreover, proposals often take the indirect approach, which means they build up to the call to action at the end of the report, and summarizing this information at the beginning could undermine the carefully structured persuasive build-up.

Figure 15.3 E.S.P (1 of 4)

-The opening paragraph serves as an introduction. -Headings divide the proposal into logical segments for easy reading. -The work plan describes the scope of the project and outlines specific tests the company will perform. -The introduction grabs the reader's attention by highlighting company qualifications. -The project background section acknowledges the two projects and their required timeline. (1 of 4)

Oral Medium

-The oral medium, in-person combo involves talking with people who are in the same location, whether it's a one-on-one conversation over lunch or a more formal speech or presentation. Being in the same physical space is a key distinction because it enables the nuances of nonverbal communication more than any other media/channel combo. As Chapter 2 points out, these nonverbal signals can carry as much weight in the conversation as the words being spoken. By giving people the ability to see, hear, and react to each other, in-person communication is useful for encouraging people to ask questions, make comments, and work together to reach a consensus or decision. Face-to-face interaction is particularly helpful in complex, emotionally charged situations in which establishing or fostering a business relationship is important. Managers who engage in frequent "walk-arounds," chatting with employees face-to-face, can get input, answer questions, and interpret important business events and trends. -Oral media via digital channels include any transmission of voice via electronic means, both live and recorded, including telephone calls, podcasts, and voicemail messages. Live phone conversations offer the give-and-take of in-person conversations and can be the best alternative to talking in person. Without a video component, however, they can't provide the nuances of nonverbal communication. Podcasts can be a good way to share lectures, commentary, and other spoken content.

Figure 14.8 (1 of 4)

-The subject line establishes a connection to a topic previously discussed without divulging the main idea of the proposal (which uses the indirect approach). -The opening paragraph serves as a reminder of their previous discussion. the task he was given, and the expectations about how he would approach it. -This single-sentence paragraph is the attention-getter in the AIDA model; it promises a solution that is better than expected. -This section summarizes the previous discussion while laying the groundwork for introducing a key reason for the proposal he is going to make, which is that he has found a couple of common themes in the three areas of concern. -He introduces those two themes, which shape the proposal he is about to make. This works as the interest stage of the AIDA model, since it presents an intriguing and unexplored angle on issues previously discussed. (1 of 4)

Analyzing a formal report (3 of 14)

-The table of contents doesn't include any elements that appear before the "Contents" page. -The headings are worded exactly as they appear in the text. -Moreno lists the figures because they're all significant, and the list is fairly short. -This and other prefatory pages are numbered with Roman numerals. -The table lists only the page number on which a section begins, not the entire range of numbers. -Moreno included only first- and second-level headings in her table of contents, even though the report contains third-level headings. She prefers a shorter table of contents that focuses attention on the main divisions of thought. She used informative titles, which are appropriate for a report to a receptive audience. (3 of 14)

Creating a Conversational Tone

-The tone of your business messages can range from informal to conversational to formal. When you're communicating with your superiors or with customers, your tone may tend to be more formal and respectful. However, that formal tone might sound distant and cold if used with close colleagues. -Understand the difference between texting and writing. Texting can be an efficient way to communicate quickly, particularly on mobile devices with cramped keyboards. However, it's best to view texting as a mode of conversation, rather than as a mode of writing—and to keep the two modes clear in your mind when you are writing. Communication effectiveness and your personal credibility can suffer if you let texting habits (such as using sentence fragments, sloppy punctuation, and lots of acronyms) creep into your business writing. -Avoid stale and pompous language. Most companies now shy away from such dated phrases as "attached please find" and "please be advised that." Similarly, avoid using obscure words, stale or clichéd expressions, and overly complicated sentences designed only to impress others (see Table 5.3). -Avoid preaching and bragging. Readers tend to get irritated by know-it-alls who like to preach or brag. However, if you need to remind your audience of something that should be obvious, try to work in the information casually, perhaps in the middle of a paragraph, where it will sound like a secondary comment rather than a major revelation. -Be careful with intimacy. Business messages should generally avoid intimacy, such as sharing personal details or adopting a casual, unprofessional tone. However, when you have a close relationship with audience members, such as among the members of a close-knit team, a more intimate tone is sometimes appropriate and even expected. -Be careful with humor. Humor can easily backfire and divert attention from your message. If you don't know your audience well or you're not skilled at using humor in a business setting, don't use it at all. Avoid humor in formal messages and when you're communicating across cultural boundaries.

Analyzing a formal report (6 of 14)

-The visual is placed as close as possible to the point it illustrates. -Each visual has a title that clearly indicates what it's about; titles are consistently placed to the left of each visual. -Moreno opens the first main section of the body with a topic sentence that introduces an important fact about the subject of the section. Then she orients the reader to the three major points developed in the section. (6 of 14)

Describe the most common options for presenting data in a visual format.

-The visuals most commonly used to present data include tables, line and surface charts, bar charts, pictograms, Gantt charts, scatter and bubble diagrams, and pie charts. -You will probably use line, bar, and pie charts most often in your business communication efforts. -Moving beyond basic display formats, designers continue to invent new data visualization tools to present large or complex sets of data.

Using Words Correctly

-They/their have been used as singular pronouns by some of the greatest writers in the English language, and using them solves the problem of how to refer to one person when you don't know his or her gender or don't want to limit the reference to a particular individual. -The split infinitive rule (never putting an adverb between to and the verb) serves no logical purpose in terms of sentence structure or clarity, and following it can lead to phrasing that is clumsy or that distorts the writer's intended meaning. For example, "Intelligent systems learn how to correctly spot suspicious interbank transactions" splits the infinitive to "spot" with the adverb "correctly." -Similarly, avoiding prepositions at the end of sentences can create phrases that sound awkward or overly formal in today's usage. For example, "After Jessica dropped out of the task force, I had no one left to collaborate with" violates the rule because the preposition "with" is at the end of the sentence. -They/their as singular pronouns -Split infinitive rule -Avoiding prepositions at end of sentences

Figure 15.1 (2 of 2)

-This is an example of a sentence that is precise and uses language appropriate for the purpose of this report. In contrast, a document aimed primarily at consumers might have said "We've converted the latest nutritional insights into recommendations for healthy eating." -In a less-formal report, the authors might have written "One of our basic premises is that nutrient needs should be met primarily through consuming foods" or even "You should meet your nutrient needs by eating food, not by taking supplements." However, to maintain a formal tone, they avoid both first- and second-person usage. (2 of 2)

Communication across cultures (Successfully Interviewing Across Borders)

-To succeed, remember the interview elements (including personal appearance, awareness of what interviewers are really trying to learn about you, things you should learn about the organization you're hoping to join). -Some countries & cultures place much higher importance on dress & personal grooming vs what employees in the U.S are used to. -Expectations of personal appearance can vary greatly from country to country. -Ask questions to those who've been to the country before. Observe local businesspeople. -Inappropriate dress can be seen as an inability/unwillingness to understand another culture. -Dress appropriate regardless of the interview type. -Business image consultant Ashley Rothschild says, "you could get away with wearing a boldly colored suit in Italy but probably not in Japan. Business professionals tend to dress formally in Italy, but as a worldwide fashion leader, the country has a broad definition of what is appropriate business attire". -Smart recruiters always analyze nonverbal signals & verbal messages (judging if the needed qualities are there). -International employment situations (more likely to be under greater scrutiny)(want to see if you have what's needed to succeed in unfamiliar social settings) (how your family handles the transition) (can your work style & habits adapt well to blend with the hiring organization?). -Ask plenty of questions & do your research prior & after the interview. -Get a good sense of both the culture in the company & social community (before taking a job in another country).

Defining Topic and Main Idea Table 4.2

-Topics vs. Main Ideas. The topic of your message is the overall subject, and your main idea is a specific statement about that topic (see Table 4.2). In longer documents and presentations, you often need to unify a mass of material with a main idea that encompasses all the individual points you want to make. Finding a common thread through all these points can be a challenge. Sometimes you won't even be sure what your main idea is until you sort through the information. The topic is the broad subject; the main idea makes a statement about the topic.

Analyzing Your Purpose and Audience

-Understand the True Function of a Résumé (Brief, Persuasive Message, Stimulate Interest; Get an Interview) -Learn About Your Audience (Professions, Industries, Companies, Those Who May Be Reading Your Résumé) -Planning an effective résumé starts with understanding its true function—as a brief, persuasive business message intended to stimulate an employer's interest in meeting you and learning more about you (see Table 18.2). In other words, the purpose of a résumé is not to get you a job but rather to get you an interview. -As you conduct your research on various professions, industries, companies, and individual managers, you will have a better perspective on your target readers and their information needs. Learn as much as you can about the individuals who may be reading your résumé. Many professionals and managers are bloggers, Twitter users, and LinkedIn members, for example, so you can learn more about them online even if you've never met them. Any bit of information can help you craft a more effective message. -By the way, if employers ask to see your "CV," they're referring to your curriculum vitae, the term used instead of résumé in academic professions and in many countries outside the US. Résumés and CVs are essentially the same, although CVs can be much more detailed and include personal information that is not included in a résumé.

Using the "You" Attitude

-Use Second Person Pronouns -Show Interest in Your Audience -Respect Cultural Preferences -Adhere to Organizational Policies -Chapter 1 introduced the notion of audience-centered communication and the "you" attitude—speaking and writing in terms of your audience's wishes, interests, hopes, and preferences. On the simplest level, you can adopt the "you" attitude by replacing terms such as I, me, mine, we, us, and ours with you and yours. -However, the "you" attitude is more than simply using particular pronouns. It's a matter of demonstrating genuine interest in your readers and concern for their needs (see Figure 5.1). You can use you 25 times in a single page and still offend your audience or ignore readers' true concerns. If you're writing to a retailer, try to think like a retailer; if you're dealing with a production supervisor, put yourself in that position; if you're writing to a dissatisfied customer, imagine how you would feel at the other end of the transaction. Be aware that on some occasions it's better to avoid using you, particularly if doing so will sound overly authoritative or accusing. Or if it goes against your organization style. -As you practice using the "you" attitude, be sure to consider the attitudes of other cultures and the policies of your organization. In some cultures it is improper to single out one person's achievements because the whole team is responsible for the outcome; in that case, using the pronoun we or our (when you and your audience are part of the same team) would be more appropriate. Similarly, some companies have a tradition of avoiding references to you and I in most messages and reports. Avoid using you and your: -Makes you sound dictatorial -Makes someone else feel guilty -Goes against your organization's style

Building Your Credibility

-Use Simple Language -Provide Objective Evidence -Identify Information Sources -Establish Common Ground -Emphasize Common Beliefs, Attitudes, and Experiences Finally, when you are trying to persuade a skeptical or hostile audience, credibility is essential. You must convince people that you know what you're talking about and that you're not trying to mislead them (see "Ethics Detective: Solving the Case of the Incredible Credibility"). Use these techniques: -Use simple language to avoid suspicions of fantastic claims and emotional manipulation. -Provide objective evidence for the claims and promises you make. -Identify your information sources. -Establish common ground by emphasizing beliefs, attitudes, and experiences you have in common with the audience. -Be Objective -Present Fair and Logical Arguments -Focus on Audience's Best Interests -Persuade with Logic -Build Credibility Before Presenting Proposal -Be objective and present fair and logical arguments. -Display your willingness to keep your audience's best interests at heart. -Persuade with logic, evidence, and compelling narratives, rather than trying to coerce with high-pressure, "hard sell" tactics. -Whenever possible, try to build your credibility before you present a major proposal or ask for a major decision. That way, audiences don't have to evaluate both you and your message at the same time. Finally: -Audiences often respond unfavorably to over-the-top language, so keep your writing simple and straightforward.

Compose Your Résumé 1 of 3

-Use a Simple, Direct Style -Use Short Phrases, Not Whole Sentences -Start Phrases with Action Verbs -Provide Specific Supporting Evidence -Include Business or Technical Keywords -Write your résumé using a simple and direct style. Use short, crisp phrases instead of whole sentences and focus on what your reader needs to know. Avoid using the word I, which can sound both self-involved and repetitious by the time you outline all your skills and accomplishments. -For example, you might say, "Created a campus organization for students interested in entrepreneurship" or "Managed a fast-food restaurant and four employees." Whenever you can, quantify the results so that your claims don't come across as empty puffery. Don't just say that you're a team player or detail oriented—show that you are by offering concrete proof. -Providing specific supporting evidence is vital, but make sure you don't go overboard with details. Carefully select the most compelling evidence so that your message is clear and immediate. Include relevant keywords in your introductory statement, work history, and education sections. Identifying these keywords requires some research, but you can uncover many of them while you are looking into various industries and companies. In particular, study job descriptions carefully. In contrast to the action verbs that catch a human reader's attention, keywords that catch a computer's attention are usually nouns that describe the specific skills, attributes, and experiences an employer is looking for in a candidate. Keywords can include the business and technical terms associated with a specific profession, industry-specific jargon, names or types of products or systems used in a profession, job titles, and college degrees. -Why particular words & phrases are important? The majority of résumés are now subjected to keyword searches in an applicant tracking system or other database, in which a recruiter searches for résumés most likely to match the requirements of a particular job. Résumés that don't closely match the requirements may never be seen by a human reader, so it is essential to use the words and phrases that a recruiter is most likely to search on. (Although most experts used to advise including a separate keyword summary as a standalone list, the trend nowadays is to incorporate your keywords into your introductory statement and other sections of your résumé.)

Persuasive Requests for Action

-Use the Direct Approach for Anticipated Requests -Use the Indirect Approach or A I D A for Unanticipated Requests -Open with an Attention-Getting Device Goals: -Gain credibility -Convince your readers you will help solve a problem -The bulk of your persuasive business messages will involve requests for action. In some cases your request will be anticipated, so the direct approach is fine. In others you'll need to introduce your intention indirectly, and the AIDA model or a similar approach is ideal for this purpose (see Figure 12.5). -Open with an attention-getting device and show readers you understand their concerns. Use the interest and desire sections of your message to demonstrate that you have good reason for making such a request and to cover what you know about the situation: the facts and figures, the benefits of helping, and any history or experience that will enhance your appeal. Your goals are (1) to gain credibility (for yourself and your request) and (2) to make your readers believe that helping you will indeed help solve a significant problem. Close with a request for some specific action, and make that course of action as easy to follow as possible to maximize the chances of a positive response. Figure 12.5: This writer uses the AIDA model to persuade his boss to give him a few weeks away from his regular duties to explore a new business strategy. The passages in red are key points in each step of the AIDA approach. (These passages would not appear in red in the actual email message.) Attention: The writer gets the reader's attention with a provocative question. Interest: This paragraph sells the problem" that the writer wants to fix. By convincing the reader that the current course of action isn't sustainable, the writer sparks Jinhwa's interest in hearing about an alternative strategy. Desire: To build Jinhwa's desire to consider a new approach, the writer lists some key benefits that the new strategy could bring. Action: The call to action asks Jinhwa for permission to take time off from his regular duties for a few weeks.

Explain the power of business images, discuss six principles of graphic design that help ensure effective visuals, and explain how to avoid ethical lapses when using visuals. (1 of 3)

-Well-designed visual elements can enhance the communication power of textual messages and, in some instances, even replace textual messages. -Visuals can often convey some message points (such as spatial relationships, correlations, procedures, and emotions) more effectively and more efficiently than words. -In the numbers-oriented world of work, readers rely heavily on trend lines, distribution curves, and other visual presentations of numeric quantities. -Visuals attract and hold people's attention, helping your audience understand and remember your message. -Visuals are also an effective way to communicate with diverse audiences. (1 of 3)

Analyzing the Situation

-What Are the Audience's Desires, Needs, and Culture? -Refer to: -Demographics -Psychographics -Motivation -In defining your purpose, make sure you're clear about what you really hope to achieve. Suppose you want to persuade company executives to support a particular research project. But what does "support" mean? Do you want them to pat you on the back and wish you well? Or do you want them to give you a staff of five researchers and a $1 million annual budget? -The best persuasive messages are closely connected to your audience's desires and interests (see Figure 12.1). Consider these important questions: Who is my audience? What are my audience members' needs? What do I want them to do? How might they resist? Are there alternative positions I need to examine? What does the decision maker consider to be the most important issue? How might the organization's culture influence my strategy? -To understand and categorize audience needs, you can refer to specific information, such as demographics (the age, gender, occupation, income, education, and other quantifiable characteristics of the people you're trying to persuade) and psychographics (personality, attitudes, lifestyle, and other psychological characteristics). When analyzing your audiences, take into account their cultural expectations and practices so that you don't undermine your persuasive message by using an inappropriate appeal or by organizing your message in a way that seems unfamiliar or uncomfortable to your readers. -If you aim to change someone's attitudes, beliefs, or actions, it is vital to understand his or her motivation—the combination of forces that drive people to satisfy their needs. Table 12.1 lists some of the needs that psychologists have identified or suggested as being important in influencing human motivation. Obviously, the more closely a persuasive message aligns with a recipient's existing motivation, the more effective the message is likely to be. -For example, if you try to persuade consumers to purchase a product on the basis of its fashion appeal, that message will connect with consumers who are motivated by a desire to be in fashion, but it probably won't connect with consumers driven more by functional or financial concerns. Figure 12.1: -This paragraph succinctly answers the client's first question, which was whether the company had experience editing business books like the one he has written. By mentioning best-sellers, the message also addresses the client's emotional and financial needs to publish a successful book. -The message outlines the company's services but does so in a way that addresses the client's needs at every step. -This section addresses the frequent urge to jump right into the final stages of editing by explaining that doing so ultimately doesn't meet the client's true objectives. Note the effective use of metaphor here as well.

Problem Factoring and Hypothesis & Table 14.3 Organizational Strategies for Analytical Reports

-What needs to be determined? -Why is this issue important? -Who is involved in the situation? -Where is the trouble located? -How did the situation originate? -When did it start? -One effective way to tackle a complex problem is to divide it into a series of logical, connected questions, a process called problem factoring. You probably subconsciously approach most problems this way. Another effective way to tackle a complex problem is to divide it into a series of logical, connected questions, a process called problem factoring. You probably subconsciously approach most problems this way. -By subdividing a problem and forming hypotheses based on available evidence, you can tackle even the most complex situations. With a clear picture of the problem or opportunity in mind, you're ready to consider the best structure for your report. When preparing an analytical report: -Be clear in your own mind about whether you're advocating one particular line of thought, or objectively exploring all available options. -Advocating one position is appropriate in the circumstances, readers will expect you to have considered the other options so that you can help them understand why your answer is preferred. -The three most common structural approaches for analytical reports are focusing on conclusions (a direct format), focusing on recommendations (another direct format), and focusing on logical arguments (an indirect format).

Evaluating, Editing, and Revising the Work of Others

-What's the purpose of this document or message? -Who's the target audience? -What info does the audience need? -Does the document provide this information in a well-organized way? -Does the writing demonstrate the "you" attitude toward the audience? Remember when evaluating, editing, & revising other's work: -Unless specifically asked to rewrite something in your own style or to change the emphasis of the message, your job is to help the other writer succeed at his or her task, not to impose your writing style or pursue your own agenda. Make sure your input focuses on making the piece more effective, not on making it more like something you would've written. -Make sure you understand the writer's intent before you begin suggesting or making changes. If you try to edit or revise without knowing what the writer hoped to accomplish, you run the risk of making the piece less effective, not more. Summary: -When you evaluate, edit, or revise someone else's work, remember that your job is to help that person succeed, not to impose your own style. -Is the tone of the writing appropriate for the audience? -Can the readability be improved? -Is the writing clear? If not, how can it be improved? -Is the writing as concise as it could be? -Does the design support the intended message?

Being Ready When You Arrive

-When you go to your interview, take a small notebook, a pen, a list of the questions you want to ask, several copies of your résumé (protected in a folder), an outline of what you have learned about the organization, and any past correspondence about the position. You may also want to take a small calendar, a transcript of your college grades, a list of references, and a portfolio containing samples of your work, performance reviews, and certificates of achievement. Think carefully if you plan to use a tablet computer or any other device for note taking or reference during an interview. You don't want to waste any of the interviewer's time fumbling with it. Also, turn off your mobile phone; in a recent survey of hiring professionals, answering calls or texting while in an interview was identified as the most common mistake job candidates make during their interviews. -Be sure you know when and where the interview will be held. The worst way to start any interview is to be late. Verify the route and time required to get there, even if that means traveling there ahead of time. Plan to arrive early, but don't approach the reception desk until 5 minutes or so before your appointed time. Chances are the interviewer won't be ready to receive you until the scheduled time. -If you have to wait for the interviewer, use this time to review the key messages about yourself you want to get across in the interview. Conduct yourself professionally while waiting. Show respect for everyone you encounter, and avoid chewing gum, eating, or drinking. Anything you do or say at this stage may get back to the interviewer, so make sure your best qualities show from the moment you enter the premises.

Free-Form Slides

-With appropriate imagery and thoughtful design, free-form designs can create a more dynamic and engaging experience for the audience. A key disadvantage of free-form slide designs is the time and effort that can be required to create effective presentations without the built-in structure of slide templates. Well-designed free-form slides help viewers understand, process, and remember the speaker's message while keeping the focus on what the speaker is saying. Advantages: Criteria for successful presentations: -1st providing complementary info through both textual and visual means. -2nd limiting the amount of info delivered at any one time to prevent cognitive overload. -3rd helping viewers process info by identifying priorities & connections, such as by highlighting the most important data points in a graph. Keep in Mind: -Well-designed structured slides can also meet these criteria, but the constraints of prebuilt templates make doing so more of a challenge. General Benefits: -Due to their ability to excite & engage they're good when used for, motivational, educational, & persuasive presentations—particularly when the slides will be used multiple times & therefore compensate for the extra time & effort required to create them. Remember: -Making use of animation capabilities in Powerpoint or Keynote, it's possible to create some of the dynamic, flowing feel of a Prezi. Disadvantages: -1st effectively designing slides with both visual & textual elements is more creatively demanding & time consuming than simply typing text into preformatted templates. Visual emphasis requires more images & thus time. -2nd because far less textual info tends to be displayed on screen, the speaker is responsible for conveying more of the content. Ideally this is how a presentation should work, but circumstances can be less than ideal. -3rd if not handled carefully, the division of info into smaller chunks can make it difficult to present complex subjects in a cohesive, integrated manner. Example, discussing a problem with 5 interrelated causes, adding a conventional bullet-point slide as a summary & reminder after discussing each problem separately might be helpful.

Communication Close-Up At Starbucks

-Worldwide Locations pushing 20,000. -Online communication strategy- is everywhere customers might be. On Facebook: -biggest presence. -more than 50 company-sponsored pgs. -local pgs in more than 40 countries. -posts include contests & other special promotions, enticing photos of various coffee drinks, instructional videos on making a great cup of coffee at home, updates on community involvement projects. -Two of its most popular drinks (the Frappuccino & Pumpkin Spice Latte) have their own social media accounts. On Twitter:-Several dozen accounts (many are country specific and tuned into local interests). -Example Netherlands (fresh pastries are popular with coffee, so employees alert customers on Twitter whenever a fresh batch is ready). Other media presence: -Youtube -Pinterest -Instagram -Foursquare Careful Strategy: -Not to annoy patrons. -posts new info relatively infrequently vs many other major consumer brands. -"They're not cluttering up your newsfeed," notes one industry observer. -Many companies use social media to offer digital coupons and sponsor online contests. Starbucks Grabs Attention: -online puzzle/scavenger hunt featuring Lady Gaga -an augmented-reality smartphone app that triggered animated movies when a phone was pointed at specially coded coffee cups. Alexandra Wheeler: -Starbucks's VP of global digital marketing. -emphasizes the social media efforts are about more than gaining fans & building awareness. -"They can have a material impact on the business," she says, citing one social media campaign that brought a million customers into Starbucks stores. Starbucks Stumble: -holiday Twitter hashtag campaign in the United Kingdom. -company used a big-screen monitor at a national museum to display any tweet that included #spreadthecheer. -embroiled in a public controversy over corporate taxes at the time. -some people used the opportunity of the unmonitored Twitter channel to post angry and occasionally obscene messages about the company. core dilemmas in social media: -How much control should companies exercise over the social media channels they sponsor? -Too much control stifles social engagement. -Too little control even well-intentioned efforts can spin out of control and lead to embarrassing public spectacles Social media continues to reshape business communication: -finding the right balance of conversation and control promises to be a never-ending challenge.

Written Medium

-Written, printed documents are the classic format of business communication. Memos are brief printed documents traditionally used for the routine, day-to-day exchange of information within an organization. Letters are brief written messages sent to customers and other recipients outside the organization. Reports and proposals are usually longer than memos and letters, although both can be created in memo or letter format. These documents come in a variety of lengths, ranging from a few pages to several hundred, and usually have a fairly formal tone. -printed documents are still a useful format, they've been replaced by digital alternatives in many instances. Here are several situations in which you should consider a printed message over electronic alternatives: -When you want to make a formal impression -When you are legally required to provide information in printed form -When you want to stand out from the flood of electronic messages -When you need a permanent, unchangeable, or secure record -Most of your business communication efforts will involve written digital messages, with everything from super-short tweets, to website content, to book-length reports distributed as portable document format (PDF) files (see Figure 4.4). Business uses of written digital messages keep evolving as companies look for ways to communicate more effectively. For example, email has been a primary business medium for several decades, but it is being replaced in many cases by a variety of other digital formats.

Choosing a Design Strategy for Your Résumé

-You'll find a wide range of résumé designs in use today, from text-only documents that follow a conventional layout to full-color infographics with unique designs. As with every type of business message, keep your audience, your goals, and your resources in mind. Don't choose a style just because it seems trendy or flashy or different. For example, you can find many eye-catching infographic résumés online, but many of those are created by graphic designers applying for visual jobs in advertising, fashion, web design, and other areas in which graphic design skills are a must. In other words, the intended audience expects an applicant to have design skills, and the résumé is a good opportunity to demonstrate those. In contrast, a colorful, graphically intense résumé might just look odd to recruiters in finance, engineering, or other professions. -Make subheadings easy to find and easy to read. Avoid big blocks of text, and use lists to itemize your most important qualifications. Above all, don't make the reader work to find the key points of your story. Your résumé should be a high-efficiency information delivery system, not a treasure hunt. Simple formatting and clean design are essential for dealing with an applicant tracking system because complicated formats can confuse the system. If you want a more "designed" résumé to hand out during networking events or for other uses, you can always create a second version. -Use a classic, conservative design that will serve you well for most business opportunities. Notice how they feature simplicity, an easy-to-read layout, effective use of white space, and clear typefaces. Recruiters can pick out the key pieces of information in a matter of seconds.

Writing the Story of You

-Your Passions -Your Skills -What You Bring to the Organization -Your Past Experiences -Your Goals -Your Leadership and Professional Talents -Writing or updating your résumé is a great opportunity to step back and think about where you've been and where you'd like to go. Do you like the path you're on, or is it time for a change? Are you focused on a particular field, or do you need some time to explore? -You might find it helpful to think about the "story of you"—the things you are passionate about, your skills, your ability to help an organization reach its goals, the path you've been on so far, and the path you want to follow in the future (see Figure 18.1 on the next page). Think in terms of an image or a theme you'd like to project. Are you academically gifted? An effective leader? A well-rounded professional with wide-ranging talents? A creative problem solver? A technical wizard? Writing your story is a valuable planning exercise that helps you think about where you want to go and how to present yourself to target employers. -Building blocks: Where have I been? Where am I now? Where do I want to be? -Remember this is a private document designed to help you clarify your thoughts & plans.

The Future of Communication (Augmented Reality and Virtual Reality)

-starting to change the way employees perform a variety of job tasks, from training to research & development to customer service Augmented Reality: -provides a layer of digital information that enhances the immediate physical reality a person sees -info can be as simple as text that displays on a mobile or wearable device pointed at a particular location or item, or elaborate as 3D graphics that overlay whatever live scene the user is looking at through a device -example: using an app technicians can point a smartphone or tablet at a machine and get info about its operation and repair -Travelers can use mobile devices to get additional info about environments they're moving through—everything from reviews of a restaurant they're walking past to details about the various businesses in an office building. Virtual Reality: -creates a simulation in which the person experiences the sensation of being in an environment, even though that environment is entirely computer-generated -Holograms, in which 3D representations of real people are projected into a physical space -For training applications, for example, if it is difficult, expensive, or dangerous to put trainees in a real-life situation, a VR simulation can let employees experience the sensation of being there and doing whatever tasks are required -can also help people experience a product or structure before it is built. -Ford: uses it to get feedback from drivers by letting them sit in and experience prototype designs before the cars are manufactured -Audi: lets buyers experience a virtual car with the options they'd like to order -Lowes: uses it to let customers walk through rooms they want to build or redecorate in their homes.

Chapter 12 Vocab

1. AIDA Model-Message sequence that involves attention, interest, desire, & action. 2. Benefits-Particular advantages that readers will realize from a product's selling points. 3. Conversation Marketing-Approach in which companies initiate & facilitate conversations in a networked community of customers, journalists, bloggers, & other interested parties. 4. Demographics-Quantifiable characteristics of a population, including age, gender, occupation, income, & education. 5. Emotional appeal-Persuasive approach that calls on audience feelings & sympathies rather than facts, figures, & rational arguments. 6. Logical appeal-Persuasive approach that calls on reasoning & evidence rather than audience feelings & sympathies. 7. Marketing messages-Promotional messages that usher potential buyers through the purchasing process without asking them to make an immediate decision. 8. Motivation-The combo of forces that drive people to satisfy their needs. 9. Persuasion-The attempt to change an audience's attitudes, beliefs, or actions. 10. Psychographics-Psychological characteristics of an audience, including personality, attitudes, & lifestyle. 11. Sales messages-Promotional messages that encourage potential buyers to make a purchase decision then & there. 12. Selling points-The most attractive features of a product or service.

Chapter 13 vocab

1. Causation-Cause-&-effect linkage between two factors, where one of them causes the other to occur or change. 2. Closed questions-Questions with a fixed range of possible answers. 3. Conclusion-A logical interpretation of the facts & other info in a report. 4. Correlation-The simultaneous change in two variables; changes in one variable may or may not cause changes in the other. 5. Focus group-A form of group research interview in which a moderator guides the group through a series of discussion questions while the rest of the research team members observes. 6. Knowledge management (KM)-Set of technologies, policies, & procedures that let colleagues capture & share info throughout an organization. 7. Mean-Value equal to the sum of all the items in the group divided by the number of items in that group; what people refer to when they use the term average. 8. Median-Midpoint of a series, with an equal number of items above & below. 9. Metasearch engines-Search tools that format search requests for multiple search engines simultaneously. 10. Mode-The number that occurs more often than any other in a sample. 11. Online databases-Online compilations of newspapers, magazines, journals, & other info sources. 12. Open-ended questions-Questions without simple, predetermined answers; used to solicit opinions, insights, & info. 13. Primary research-New research done specifically for the current project. 14. Problem statement-Statement that defines the problem or purpose of your research. 15. Recommendation-A suggested course of action. 16. Search engines-Online search tools that identify individual webpages that contain specific words or phrases you've asked for. 17. Secondary research-Research done previously for another purpose. 18. Trends-Repeatable patterns taking place over time. 19. Web directories-Online lists of websites selected by human editors.

Chapt 14 Vocab

1. Reports-Written accounts that objectively communicate info about some aspect of a business. 2. Informational Reports-Reports that offer data, facts, feedback & other types of info, without analysis or recommendations. 3. Analytical Reports-Reports that offer both info & analysis; they can also include recommendations. 4. Proposals-Reports that combine info delivery & persuasive communication. 5. Statement of purpose-Planning statement that defines why you are preparing a report. 6. Topical organization-Arrangement of material according to comparisons, importance, sequence, chronology, spatial orientation, geography, or category. 7. Business plan-A comprehensive document that describes a company's mission, structure, objectives, & operations. 8. Problem factoring-Dividing a problem into a series of logical, connected questions. 9. Hypothesis-A potential explanation that needs to be tested. 10. 2+2=4 approach-Logical argumentation approach that convinces readers of your point of view by demonstrating how everything "adds up". 11. Yardstick approach-Logical argumentation approach that uses a number of criteria to evaluate one or more possible solutions. 12. Request for proposals (REP)-A formal invitation to bid on a contract.

Chapt 17 Vocab

1. Structured slides-Presentation slides that follow the same design templates throughout & give all the slides in a presentation the same general look; they emphasize textual info in bullet-point form. 2. Free-form slides-Presentation slides that aren't based on a template, often with each slide having a unique look but unified by typeface, color & other design choices; tend to be much more visually oriented than structured slides. 3. Builds-Effects that control the release of text, graphics, & other elements on individual slides. 4. Hyperlinks-Link embedded in a presentation that instructs your computer to jump to another slide in your presentation, to a website, or to another program. 5. Navigation slides-Noncontent slides that tell your audience where you're going & where you've been. 6. Slide transitions-Software effects that control how one slide replaces another on screen.

Chapter 15 Vocab

1. Title fly-A single sheet of paper with only the title of the report on it. 2. Title page-Page that includes the report title; the name, title, & address of the person or organization that authorized the report (if anyone); the name, title, & address of the person or organization that prepared the report; & the date on which the report was submitted. 3. Letter of authorization-Written authorization to prepare a report. 4. Letter of transmittal-A specialized form of cover letter that introduces a report to the audience. 5. Appendixes-Supplementary section that contains materials related to the report but not included in the text because they're too long or perhaps not relevant to everyone in the audience. 6. Bibliography-List of the secondary sources consulted in the preparation of a report. 7. Index-An alphabetical list of names & subjects mentioned in a report, along with the pages on which they occur. 8. Synopsis-A brief overview (one page or less) of a report's most important points, designed to give readers a quick preview of the contents. 9. Abstract-Name usually given to a synopsis that accompanies long technical, professional, or academic reports. 10.Executive summary-A brief but complete version of the report; may contain headings, well-developed transitions, & even visual elements.

Adding Animation and Multimedia

4 Categories of Animation & Special Effects: -Today's presentation software offers a wide array of options for livening up your slides, including sound, animation, video clips, transition effects from one slide to the next, and hyperlinks to websites and other resources. As with every other visual element, the key is to make sure any effects you use support your message. Always consider the impact that all these effects will have on your audience members and their desire to understand your message. -Functional Animation: PowerPoint and other presentation packages offer a mind-boggling set of tools for moving and changing things on screen. Although you can animate just about everything in a presentation, resist the temptation to do so. Make sure each animation has a purpose. Remember:-Static graphic elements & animated elements are either functional or decorative. -Each bullet point flying in from the left isn't functional value. -A highlight arrow or color bar moving for specific emphasis in a technical diagram is functional. -Coordinate animation with your points. Demonstration of sequences & procedures: -Carefully controlled functional animation is helpful. -A training session on machinery repair, you can show a schematic diagram of the machinery, walking audience through each step of the troubleshooting process, highlighting each step on screen as you address it verbally. -Transitions & Builds: In addition to animating specific elements on your slides, you can choose from various options for adding motion between slides. These slide transitions control how one slide replaces another on screen. Subtle transitions can ease your viewers' gaze from one slide to the next. Builds are much more useful than transitions, at least when used with care and thought. These effects control the release of text, graphics, and other elements on individual slides. Remember: -Transitions currently available (checkerboards, pinwheels, & spinning "newsflashes", like miniature animated shows) are distracting. -If using a transition effect, stick with throughout the presentation (so that audiences won't wonder whether there's some significance to a new transition at some point during the presentation), & choose the effect carefully. -Goal: a smooth, subtle effect that's easy on the eye. -Unless it adds value, don't use a sound effect. Regarding builds: -Can make a list of bullet points appear one at a time rather vs all of them appearing at once, which makes focusing on a single point difficult. -Controlled release of info helps draw audience members' attention to the point being discussed & keeps them from reading ahead. -Stick to subtle, basic options. -Purpose: Release info in a controlled fashion. -Useful option is changing the color of bullet points as you discuss each one. -If primary text used is a strong blue, you may have text in each bullet point change to a light gray after you've finished talking about it. -Can control the build activity with a mouse or a remote control device. Experiment with the options in your software to find the most effective build scheme. -Can build up graphical elements. -If discussing monthly sales of 3 products over the past year, a line graph of the first product appear by itself while you discuss it, then click the mouse to display the second product's sales line, then the third. -Hyperlinks: Hyperlinks and action buttons can be quite handy when you need flexibility in your presentations or want to share different kinds of files with the audience. A hyperlink instructs your computer to jump to another slide in your presentation, to a website, or to another program entirely. Depending on your presentation software, hyperlinks can be underlined text, invisible hotspots in graphical elements, or clearly labeled action buttons. Using hyperlinks: -Give a linear presentation some of the flexibility of a nonlinear presentation. -If in sales and call on a variety of customers, you can't be sure what sort of situation you'll encounter at each customer's site. -Might be prepared to give an in-depth technical presentation to a group of engineers, only to have the company president walk in and request a brief financial overview instead. -Might prepare a set of detailed technical slides but not show them unless the audience asks detailed questions. -Another challenge: finding out at the last minute that you've less time than you thought to make your presentation. -If you've built in some flexibility, you won't need to rush through your entire presentation or scramble on the spot to find the most important slides. -Instead, simply click an action button labeled "Five-minute overview" & jump right to the two or three most important slides in your presentation. -Can even switch from the indirect approach to the direct approach or vice versa, based on the responses from your audience. -Can adjust your presentation at a moment's notice, looking polished & professional while you do it. -Multimedia Elements: Multimedia elements offer the ultimate in active presentations. Using audio and video clips can be an effective way to complement your live message, such as including a recorded message from a company executive or scenes from a customer focus group. Keep these elements brief and relevant—as supporting points for your presentation, not as replacements for it.

Creating Digital Files of Your Résumé

A plain-text file (sometimes known as an ASCII text file) is a digital version of your résumé that has no font formatting, no bullet symbols, no colors, no lines or boxes, and no other special formatting. The plain-text version can be used in two ways. First, you can include it in the body of an email message, for employers who want email delivery but don't want file attachments. Second, you can copy and paste the sections into the application forms on an employer's website. A plain-text version is easy to create with your word processor. Start with the file you used to create your résumé, use the "Save As" choice to save it as "plain text" or whichever similarly labeled option your software has, and verify the result using a basic text editor (such as Microsoft Notepad). If necessary, reformat the page manually, moving text and inserting space as needed. For simplicity's sake, align headings with the left margin, rather than trying to center them manually. Creating a Word File of Your Résumé: In some cases an employer or job-posting website will want you to upload a Microsoft Word file or attach it to an email message. (Although there are certainly other word-processing software programs available, Microsoft Word is the de facto standard in business these days.) This method of transferring information preserves the design and layout of your résumé and saves you the trouble of creating a plain-text version. However, before you submit a Word file to anyone, make sure your computer is free of viruses. Infecting a potential employer's computer will not make a good first impression. Creating a PDF Version of Your Résumé:Creating a PDF file is a simple procedure, depending on the software you have. In newer versions of Microsoft Word, you can save a document directly as a PDF file. The advantages of creating PDFs are that you preserve the formatting of your résumé (unlike pasting plain text into an email message), and you create a file type that is less vulnerable to viruses than word-processer files.

Preparing Your Outline & Creating a Speaking Outline

A presentation outline helps you organize your message, and it serves as the foundation for delivering your speech. Prepare your outline in several stages: -State your purpose and main idea and then use these to guide the rest of your planning. -Organize your major points and subpoints in logical order, expressing each major point as a single, complete sentence. -Identify major points in the body first and then outline the introduction and close. -Identify & plan transitions between major points or sections and then write these transitions in full-sentence form. -Prepare your bibliography or source notes; highlight those sources you want to identify by name during your talk. -Choose a compelling title. Make it brief, action oriented, and focused on what you can do for the audience. -Many speakers like to prepare both a detailed planning outline (see Figure 16.5) and a simpler speaking outline that provides all the cues and reminders they need to present their material. Follow these steps to prepare an effective speaking outline: -Start with the planning outline and then strip away anything you don't plan to say directly to your audience. -Condense points and transitions to key words or phrases. -Add delivery cues, such as places where you plan to pause for emphasis or use visuals. -Arrange your notes on numbered cards or use the notes capability in your presentation software. You may find it helpful to create a simpler speaking outline from your planning outline.

Finally for Chapt 8

Adapting the Three-Step Process for Successful Wiki Writing -You can easily adapt the 3-step writing process for wikis, depending on whether you're creating a new wiki, adding new material to an existing wiki, or revising existing material on a wiki. -If you're creating a new wiki, think through your long-term purpose carefully, just as you would with a new blog or podcast channel. Doing so helps you craft appropriate guidelines, editorial oversight, & security policies. •-Make sure you understand how a new wiki page will fit in with the existing content. Adding a page, or article to an existing wiki: -Figure out how this new material fits in with the existing organization. -Determine if any similar material already exists; it might be better to expand an existing article or add a subpage vs creating a new item. -Learn the wiki's preferred style for handling incomplete articles. -Example, on the wiki that contains the user documentation for the popular WordPress blogging software, contributors are discouraged from adding new pages until the content is "fairly complete and accurate." Revising or updating an existing wiki article: -Use the checklist found in Chapt 6 powerpoint or pg 157 to evaluate the content before you make changes. -If you don't agree with published content & plan to revise it, you can use the wiki's discussion facility to share your concerns with other contributors. -The wiki environment should encourage discussions & even robust disagreements, as long as everyone remains civil & respectful.

Planning a Team Presentation & Rehearsing and Delivering a Team Presentation

All team members should be involved throughout the planning and development of a presentation. -Outline the presentation together so that everyone has input and agrees to the flow of topics. -Divide the presentation into manageable sections and assign each to one team member, with each person responsible for developing his or her visuals and speaking notes. Naturally, if some team members have expertise in particular topics, make sure they are assigned those parts of the presentation. -If one team member is a particularly dynamic speaker, consider having him or her present first to launch the presentation with a good energy level. -If you are using presentation software, finalize a template before anyone starts and make sure everyone uses it so that all the slides have a consistent look. -Merge all the slides into a single slide deck rather than trying to switch from one file to the next during the presentation. Assign one person to edit and finalize the entire slide deck to ensure consistency and eliminate any overlaps. -Schedule your first rehearsal at least a week before the presentation to give everyone time to adjust timing or fix other aspects that may need attention. -Practice exactly as if you were giving the live presentation, including switching over microphones, controlling the presentation software, moving on- and offstage, and so on. -Make sure the hand-offs from one speaker to the next are smooth and that each speaker can stay within his or her allotted time—one person running long can be a disaster in a group presentation. Don't leave anything to chance. -Map out where everyone will stand or sit during the presentation. Don't leave anyone just hanging out on the stage while someone else is speaking. For example, arrange to have chairs set off to the side so that people can wait unobtrusively before and after their sections. -Arrange for the first speaker to introduce the entire presentation, have each speaker introduce the next speaker, and have the final speaker present the overall conclusion to the presentation. Alternatively, you can have the first speaker take the stage again to deliver the conclusion. -Decide how you will field questions from the audience. One good approach is to have one person, such as the first speaker, serve as team captain to take questions from the audience and direct each one to the team member best positioned to answer it. -During the presentation, make sure everyone on the team stays engaged and present. Don't mentally wander off or start checking messages on your mobile device, for example. Support the person speaking and be ready with a comforting smile if the speaker makes eye contact and needs a quick boost of reassurance.

Common examples of routine and positive messages

Answering requests for information and action Straightforward: use direct approach Answer requests/sale involved: Answer all questions Leave with good impression Encourage sale Granting claims and requests for adjustment Mistake is opportunity to improve relationship Steps: Acknowledge claim or request Sympathize with customer Take or assign responsibility for making things right Explain how you resolve situation Take steps to repair relationship Follow up to verify response was correct When customer at fault: discourage similar claims in future Providing recommendations and references Before acting: check company policies Goal: convince readers that the person being recommended has the characteristics necessary Include: Candidates full name Objective they are seeking Nature of your relationship with them Facts and evidence relevant to the candidate and the opportunity Comparison of potential with that of peers Overall evaluation of suitability If person is not good fit for job: suggest that someone else write the recommendation Sharing routine information State purpose and briefly explain nature of information Provide necessary details End with courteous close Highlight benefits to reader Announcing good news Use direct approach News release: specialized document used to share relevant information with the news media Ready to use and resharable content Fostering goodwill Share helpful information or providing entertainment element Taking note of significant events in personal life helps build relationships Message of appreciation: mention person/people, express gratitude Builds moral Condolence letters: brief personal messages written to comfort someone after the death of a loved one. Short simple and sincere Hand write on quality stationary if possible Focus on recipient Adapt message based on relationship with recipient

Chapt 9 Vocab

Area Chart-Another name for a surface chart. Bar Chart-Chart that portrays quantities by the height or length of its rectangular bars. Bubble Diagram-Chart that expands the scatter diagram idea to three variables, with the size of the bubble representing the third variable. Caption-Brief commentary or explanation that accompanies a visual. Data Visualization-A diverse class of displays that can show enormous sets of data in a single visual or show text & other complex info visually. Descriptive Title-Title that simply identifies the topic of an illustration. Flowchart-Process diagram that illustrates a sequence of events from start to finish. Gantt Chart-The best-known type of time line chart. Infographics-Diagrams that contain enough visual & textual info to function as independent, standalone documents. Informative Title-Title that highlights the conclusion to be drawn from the data. Legend-A "key" that helps readers decode a visual by explaining what various colors, symbols, or other design choices mean. Line Chart-Chart that illustrates trends over time or plots the relationship of two or more variables. Organizational Chart-Diagram that illustrates the positions, units, or functions of an organization & their relationships. Pictogram-Chart that portrays data as symbols instead of words or numbers. Pie Chart-Circular chart that shows how the parts of a whole are distributed. Scatter Diagram-Chart that plots discrete data points, with one variable along the x (horizontal) axis & another along the y (vertical) axis. Surface Chart-Form of line chart with a cumulative effect; all the lines add up to the top line, which represents the total. Table-A systematic arrangement of data in columns & rows. Time Line Chart-Chart that shows how much time is needed to complete each task in a project. Title-Text that identifies that content & purpose of a visual. Visual Literacy-The ability to create effective images & to correctly interpret such images. Visual Symbolism-The connotative (as opposed to the denotative, or literal) meaning of visuals. XY Diagram-Another name for a scatter diagram.

Developing a Personal Strategy

As you craft your personal strategy, keep these three guidelines in mind: -Get organized. Your job search could last many months and involve multiple contacts with dozens of companies. You need to keep all the details straight to ensure that you don't miss opportunities or make mistakes such as losing someone's email address or forgetting an appointment. -Start now and stick to it. Even if you are a year or more away from graduation, now is not too early to get started with some of the essential research and planning tasks. If you wait until the last minute, you might miss opportunities and you won't be as prepared as other candidates. -Look for stepping-stone opportunities. Particularly in today's tough job market, you might not find the opportunity you're looking for right away. You might need to take a job that doesn't meet your expectations while you keep looking to get on the right track. But view every job as an opportunity to learn workplace skills, observe effective and ineffective business practices, and fine-tune your sense of how you'd like to spend your career. -Expect to interact with intelligent technology throughout the job-search process. To find the best employees and reduce the demands on their recruiting staffs, many companies now use a range of artificial intelligence (AI) tools to find potential hires, filter applications, interact with candidates, evaluate résumés, and even conduct screening interviews via chat or video. -Clean up your digital footprint before you start applying for jobs. If there is anything about you online that could harm your job prospects, chances are an employer will find it during the recruiting process. Review all your social media profiles and posts, and consider removing anything that might be worrisome to recruiters (human or AI). Recruiters even have tools that attempt to analyze your personality based on your social media activity, so make sure your public digital presence reflects who you intend to be as a professional.

Reviewing the Slides

As you look over your presentation for the final time, make sure that all visuals are: -Readable. Can text be read from the back of the room? Does the text stand out from the background? -Consistent. Are colors and design elements used consistently? -Simple. Is each slide and the entire presentation as simple as possible? Can you eliminate any slides? -Audience centered. Are the message and the design focused on the audience? -Clear. Is the main point of a slide obvious? Easy to understand? Can the audience grasp the main point in just a few seconds? -Concise and grammatical. Is text written in concise phrases? Are bulleted phrases grammatically parallel? -Focused. Does each slide cover only one thought, concept, or idea (or summarize a group of related ideas)? Does the slide grab the viewer's attention in the right place and support the key points of the message? Are arrows, symbols, or other techniques used to draw the audience's attention to the key sections of a chart or diagram? -Fully operational. Have you verified every slide in your presentation? Do all the animations and other special effects work as you intended? -The slide sorter view (different programs have different names for this feature) lets you see some or all of the slides in your presentation on a single screen. Use this view to add and delete slides, reposition slides, check slides for design consistency, and verify the operation of any effects. Moreover, the slide sorter is a great way to review the flow of your story. Make sure have a backup plan: -Printed handouts for audience. -Backup equipment with presentation slides on it. -Be able to go with out presentation slides. -Last resort give presentation "on paper".

Common examples of routine requests

Asking for information and action What you want to know or what you want readers to do Why you are making the request (not always required) Why it benefits the reader (sometimes not applicable) Complex requests may require ii. And iii. Simple requests may be more direct and short Asking for recommendations Ask permission before using someone as a reference Open by stating why recommendation is required Refresh memory of person if you haven't been in touch for a while Close with appreciation and contact information of who the reference should be sent to Include mention of deadline Making claims and requesting adjustments Claim: formal complaint Adjustment: settlement of claim When writing: Explain problem and give details Provide backup information Request specific action Explain benefits of fixing the problem

Avoiding Faulty Logic

Avoid These Mistakes: -Hasty generalizations -Circular reasoning -Flawed analogies -Inappropriate appeals -Ad hominem attacks -Oversimplification -Mistaken assumptions of cause and effect To guard against faulty logic, follow these guidelines: -Avoid hasty generalizations. Make sure you have plenty of evidence before drawing conclusions. -Avoid circular reasoning. Circular reasoning is a logical fallacy in which you try to support your claim by restating it in different words. The statement "We know temporary workers cannot handle this task because temps are unqualified for it" doesn't prove anything because the claim and the supporting evidence are essentially identical. It doesn't prove why the temps are unqualified. -Avoid attacking an opponent. If your persuasive appeal involves countering a competitive appeal made by someone else, make sure you attack the argument your opponent is making, not his or her character or qualifications. -Avoid oversimplifying a complex issue. Make sure you present all the factors and don't reduce a wide range of choices to a simple "either/or" scenario if that isn't the case. -Avoid mistaken assumptions of cause and effect. If you can't isolate the impact of a specific factor, you can't assume that it's the cause of whatever effect you're discussing. You lowered prices, and sales went up. Were lower prices the cause? Maybe, but the sales increase might have been caused by a better advertising campaign, changes in the weather, or some other factor. -Avoid faulty analogies. Be sure that the two objects or situations being compared are similar enough for the analogy to hold. For instance, explaining that an internet firewall is like a prison wall is a poor analogy because a firewall keeps things out, whereas a prison wall keeps things in. -Avoid illogical support. Make sure the connection between your claim and your support is truly logical and not based on a leap of faith, a missing premise, or irrelevant evidence.

Chapter 8 Vocabulary

Blog-An easily updatable online journal; short for weblog. Brand Communities-A measure of how effectively a company engages with its various online stakeholders in a mutually beneficial exchange of info. Brand Socialization-Groups of people united by their interest in & ownership or use of particular products. Community Q&A Sites-Websites on which visitors answer questions posted by other visitors or by company representatives. Content Curation-The practice of collecting, filtering, & republishing material on a particular topic. Microblog-A variation on a blog in which messages are restricted to specific character counts; Twitter is the best-known example. Social Networks-Online services that enable individual & organizational members to form connections & share info. Tagging-Attaching descriptive terms to blog posts & other articles to facilitate searching. User-generated Content (UGC) Sites-Websites on which users, rather than website owners, contribute most or all of the content.

Persuasive Presentations of Ideas & Persuasive Claims and Requests for Adjustment

Change Attitudes or Beliefs About a Topic: -Consider a new idea -Reexamine options -Reconsider ways of thinking -You may encounter situations in which you simply want to change attitudes or beliefs about a particular topic, without asking the audience to decide or do anything—at least not yet. The goal of your first message might be nothing more than convincing your audience to reexamine long-held opinions or admit the possibility of new ways of thinking. -For instance, the World Wide Web Consortium (a global association that defines many of the guidelines and technologies behind the World Wide Web) launched a campaign called the Web Accessibility Initiative. Although the consortium's ultimate goal is making websites more accessible to people with disabilities or age-related limitations, a key interim goal is simply making website developers more aware of the need. As part of this effort, the consortium has developed a variety of presentations and documents that highlight the problems many web visitors face. Review the Facts in a Positive Tone: -Outline the problem and status -Be specific about the resolution sought -Provide a good reason for granting the claim -Close on a respectful note -Most claims and requests for adjustment are routine messages and use the direct approach discussed in Chapter 10. However, consumers and professionals sometimes encounter situations in which they believe they haven't received a fair deal by following normal procedures. These situations require a more persuasive message. -The key ingredients of a good persuasive claim are a complete and specific review of the facts and a confident and positive tone. Keep in mind that you have the right to be satisfied with every transaction. Begin persuasive claims by outlining the problem and continue by reviewing what has been done about it so far, if anything. The recipient might be juggling numerous claims and other demands on his or her attention, so be clear, calm, and complete when presenting your case. Be specific about how you would like the situation to be resolved. -Next, give your reader a good reason for granting your claim. Show how the individual or organization is responsible for the problem, and appeal to your reader's sense of fair play, goodwill, or moral responsibility. Explain how you feel about the problem, but don't get carried away and don't make threats. People generally respond most favorably to requests that are calm and reasonable. Close on a respectful note that reflects how a successful resolution of the situation will repair or maintain a mutually beneficial working relationship.

Sending negative organizational news

Communicating under normal circumstances Need to plan extensively and consider all people involved Guidelines Match approach to situation Consider unique needs of each group Give each audience enough time to react as needed Give yourself enough time to plan and manage responses Look for positive angles Seek expert advice if not sure Encourage those around you Social media environment Requires: requires continual engagement with stakeholders careful decisions about which messages should get a response steps: engage early and often monitor conversation evaluate negative messages respond appropriately communicating in a crisis crisis management plan: outlines communication tasks and responsibilities, which can include everything from media contacts to news release templates respond quickly

Effective Design Choices for Business Documents

Compare to the version in Figure 6.5—notice how with just a few simple changes, the ineffective version becomes much more inviting to read. (Note that this open layout will require more pages, which could be a consideration if the document is meant to be printed.) Info on the picture: (a) The typeface used in the headings is clear and clean, with the right look for a business document. (b) The paragraphs are left justified, which eliminates the excessive gaps between words. (c) Generous leading and space between paragraphs open up the page and make it more inviting and easier to read. (d) This version refrains from any special type treatment, although a few selected instances would be fine. (e )The typeface is easy to read. A sans serif typeface such as Arial or Helvetica would've worked nicely as well. (f) By wrapping text around the visual, this version makes better use of the space and can position the image directly beside the relevant text. (g) Generous margins keep the text lines short and make the page more inviting to read. (h)Widow and orphan control was activated in the word-processing software, which ensures that at least two lines of a split paragraph appear at the bottom of a page.

Producing Your Résumé

Design Elements for Effective Résumé: -Clean -Professional Looking -Skimmable Effective résumé designs are clear, clean, and professional. No matter how many media and formats you eventually choose for producing your résumé, a clean, professional-looking design is a must. Recruiters and hiring managers typically skim your essential information in a matter of seconds, and anything that distracts or delays them will work against you. Depending on the companies you apply to, you might want to produce your résumé in as many as six formats (all are explained in the following sections): -Printed traditional résumé -Printed scannable résumé -Digital plain-text file -Microsoft Word file -Online résumé -PDF file Unfortunately, no single format or medium will work for all situations, and employer expectations continue to change as technology evolves. Find out what each employer or job-posting website expects, and provide your résumé in that specific format. -Conventional Résumé -Plain-text File -Microsoft Word File •Online Résumé -PDF File

Chapter 7 Vocabulary

Email Signature-A small file that automatically includes such items as your full name, title, company, & contact info at the end of your messages. Messaging-Category of communication system in which users' messages appear on each other's screens instantly, without the need to be opened individually, as with email; includes phone-based text messaging, conventional instant messaging, & workplace messaging. Information architecture-Plan or map of the content structure, labeling, & navigational flow of all the parts of a website. Podcasting-Process of recording audio or video files & distributing them online. Podcasting channel-Series of regular recordings on a consistent theme.

Selecting Emotional or Logical Appeals

Emotional Appeal: As its name implies, an emotional appeal calls on audience feelings and sympathies rather than on facts, figures, and rational arguments. For instance, you can make use of the emotion surrounding certain words. The word freedom evokes strong feelings, as do words such as success, prestige, compassion, security, and comfort. Such words can help put your audience members in a positive frame of mind and help them accept your message. However, emotional appeals in business messages aren't usually effective by themselves because the audience wants proof that you can solve a business problem. Even if your audience members reach a conclusion based primarily on emotions, they'll look to you to provide logical support as well. Logical Appeal: A logical appeal calls on reasoning and evidence. The basic approach with a logical appeal is to make a claim based on a rational argument, supported by solid evidence. When appealing to your audience's logic, you might use three types of reasoning: -Analogy. With analogy, you reason from specific evidence to specific evidence, in effect "borrowing" from something familiar to explain something unfamiliar. For instance, to convince the executive committee to hire leadership coaches for newly promoted managers, you might say it's like hiring a nutritionist or a personal trainer to help one develop positive habits and healthy routines. -Induction. With inductive reasoning, you work from specific evidence to a general conclusion. To convince your team to change to a new manufacturing process, for example, you could point out that every company that has adopted it has increased profits, so it must be a smart idea. -Deduction. With deductive reasoning, you work from a generalization to a specific conclusion. To persuade your boss to hire additional customer support staff, you might point to industry surveys that show how crucial customer satisfaction is to corporate profits. -Every method of reasoning is vulnerable to misuse, both intentional and unintentional, so verify your rational arguments carefully.

Internal Social Platforms

Enterprise Social Networks: -Social networking -Online meetings -Knowledge-management systems -Blogging -Microblogging (enterprise micro messaging) -Many businesses now rely on social media for internal communication as well. In the same way that public social networks bring together people with similar interests, internal social platforms, such as Microsoft's Yammer (see Figure 8.1) and Facebook's Workplace, can do the same for the employees of an organization. -These systems, sometimes referred to as enterprise social networks, typically combine elements of social networking, online meetings, knowledge-management systems, blogging, and microblogging or enterprise micro messaging (functions similar to Twitter).

Holograms

Executive meeting of the global mgmt & tech consulting firm Accenture: In attendance, Through what & How: -CEO Pierre Nanterme (from Paris through 3D holograms) -HR Chief Ellyn Shook (from NYC through 3D holograms) -Holograms possible by hyper-advanced information network. Location of meeting: -Chicago Accenture: -On the leading edge of communication technology, including the use of advanced telepresence facilities that help its huge workforce stay connected from outposts all over the world. -Nanterme would like to, but can't meet frequently with employees in person, because there are 375,000 of them spread over 120 counties. Holograms: -Vastly oversimplified, in this context holograms are created by scanning a person or an object with a laser, transmitting the resulting data to a second location, then re-creating the person or object as a 3D "figure." -Figure is made entirely of light, but today's systems can make that figure look extremely lifelike. -Researchers at the University of Tokyo invented a system combining holograms with ultrasonic haptic technology that simulates the sensation of touch, making it possible to "touch" a hologram. Ending: -Few companies have the resources to pull off what Accenture can do with holograms, & as a technology consulting firm, it has other business reasons to keep pushing the limits of technology. -If hologram use moves into the mainstream, however, it could change the way far-flung companies communicate. -Holograms are already being used in such areas as research & product design, letting people interact with objects that aren't really there.

Working the Backchannel & Giving Online Presentations

Follow these tips to make the backchannel work for you: -Integrate social media into the presentation process. For example, you can create a website for the presentation so that people can access relevant resources during or after the presentation, create a Twitter hashtag that everyone can use when sending tweets, or display the Twitterstream during Q&A so that everyone can see the questions and comments on the backchannel. -Monitor and ask for feedback. Using a free service such as TweetDeck to organize tweets by hashtag and other variables, you can monitor comments from the audience. To avoid trying to monitor the backchannel while speaking, you can schedule "Twitter breaks," during which you review comments and respond as needed. -Review comments to improve your presentation. After a presentation is over, review comments on audience members' Twitter accounts and blogs to see which parts confused them, which parts excited them, and which parts seemed to have little effect (based on few or no comments). -Automatically tweet key points from your presentation while you speak. Add-ons for presentation software can send out prewritten tweets as you show specific slides during a presentation. By making your key points readily available, you make it easy for listeners to retweet and comment on your presentation. -Establish expectations with the audience. Explain that you welcome audience participation but that to ensure a positive experience for everyone, comments should be civil, relevant, and productive. -Online presentations offer many benefits, including the opportunity to communicate with a geographically dispersed audience at a fraction of the cost of travel and the ability for a project team or an entire organization to meet at a moment's notice. -However, this format also presents some challenges for the presenter, thanks to that layer of technology between you and your audience. Many of those "human moments" that guide and encourage you through an in-person presentation won't travel across the digital divide. For instance, it's sometimes difficult to tell whether audience members are bored or confused if your view of them is confined to small video images (and sometimes not even that).

Generating Creative Ideas

For tough assignments, consider a variety of techniques to generate creative ideas: -Brainstorming. Working alone or with others, generate as many ideas and questions as you can, without stopping to criticize or organize. After you capture all these pieces, look for patterns and connections to help identify the main idea and the groups of supporting ideas. For example, if your main idea concerns whether to open a new restaurant in Denver, you'll probably find a group of ideas related to financial return, another related to competition, and so on. Identifying such groups helps you see the major issues that will lead you to a conclusion you can feel confident about. -Journalistic approach. The journalistic approach (see page 103) asks who, what, when, where, why, and how questions to distill major ideas from unorganized information. -Question-and-answer chain. Start with a key question, from the audience's perspective, and work back toward your message. You'll often find that each answer generates new questions until you identify the information that needs to be in your message. -Storyteller's tour. Some writers find it best to talk through a communication challenge before they try to write. Record yourself as you describe what you intend to write. Then listen to the playback, identify ways to tighten and clarify the message, and repeat the process until you distill the main idea down to a single concise message. -Mind mapping. You can generate and organize ideas using a graphic method called mind mapping (see Figure 4.5). Start with a main idea and then branch out to connect every other related idea that comes to mind. You can find a number of free mind-mapping tools online.

Strategy for routine and positive messages

Goals: Communicate information/good news Answer all questions Provide all required details Leave reader with good impression Use direct approach Start with main idea Clear and concise explanation of main idea or good news Provide necessary details and explanation Maintain supportive tone established in opening Embed negative information in positive context With customer: assure wisdom of their purchase Ending with courteous close Simple thanks Follow up action: identify who will do it and when and how they will benefit from it

Chronological resume example

Gomes stays with a summary of qualifications as her opening statement but gives it a new title to reflect her experience and to focus on her career path as a market analyst. Work experience is now her key selling point, so she shifts to a conventional chronological résumé that puts employment ahead of education.She also removes the part-time jobs she had during high school and college. She updates the Education section with a listing for the MBA program she has started (selecting points of emphasis relevant to the job opening) and reduces the amount of detail about her undergraduate degree. She updates the Professional Engagement and Awards section with timely and relevant information.

Chapt 6 vocabulary

Heading-A brief title that tells readers about the content of the section that follows. Subheading-Titles that are subordinate to headings, indicating subsections with a major section. Descriptive headings-Headings that simply identify a topic. Informative headings-Headings that guide readers to think in a certain way about a topic. White space-Space (of any color) in a document or screen that doesn't contain any text or artwork. Typeface-The physical design of letters, numbers, & other text characters (font & typeface are often used interchangeably, although strictly speaking, a font is a set of characters in a given typeface). Serif typeface-Typefaces with small crosslines (called serifs) at the ends of letter strokes. Sans serif typeface-Typefaces whose letters lack serifs. Type styles-Any modification that lends contrast or emphasis to type, including boldface, italic, underlining, color, & other highlighting & decorative styles.

Using indirect approach for negative messages

Help prepare readers for bad news by presenting the reasons for it first Open with a buffer Buffer: neutral statement that establishes common ground with the reader without revealing the main idea express your appreciation for being considered, assure the reader of your attention to the request, or indicate your understanding of the reader's needs establishes common ground with reader types of buffers agreement: point where you share similar views appreciation: sincere thanks for receiving something cooperation: convey willingness to help fairness: assure the problem has already been examined good news: start with favorable message part praise: compliment resale: favorable discuss product understanding: demonstrate understanding of needs provide reasons and additional information phrase reasons to signal the news present logical reasons instead of saying "company policy" well written reasons are: detailed tactful individualized unapologetic if no one at fault positive continue with clear statement of bad news deemphasize bad news minimize space or time devoted to bad news subordinate bad news in complex or compound sentence to give it the least emphasis place bad news at paragraph middle or use parenthetical expressions use conditional phrase to imply that reader might or could someday receive a good answer avoid false hope or reversing your previous bad news emphasize what you can or have done instead of what you cannot do closing on respectful note emphasize respect for audience and end on a positive note avoid uncertain conclusion manage future correspondence express optimism be sincere

Company Uses of Social Media

Here are six examples of how companies use social media for internal and external business communication: -Integrating and expanding company workforces. Social networking is also fueling the growth of networked organizations, sometimes known as virtual organizations, where companies supplement the talents of their employees with services from one or more external partners, such as a design lab, a manufacturing firm, or a sales and distribution company. -Fostering collaboration. Social networks and other systems with a strong social component can play a major role in collaboration by identifying the best people, both inside the company and at other companies, to collaborate on projects; finding pockets of knowledge and expertise within the organization; giving meeting or seminar participants a way to meet before an event takes place and to maintain relationships after events; accelerating the development of teams by helping team members get to know one another and identify individual areas of expertise; and sharing information throughout the organization. -Building communities. Social platforms are a natural tool for bringing together communities of practice, people who engage in similar work, and communities of interest, people who share enthusiasm for a product or activity. Large and geographically dispersed companies can benefit greatly from communities of practice that connect experts who may work in different divisions or different countries. Communities of interest that form around a specific product are sometimes called brand communities, and nurturing these communities can be a vital business communication task. -Socializing brands and companies. Brand socialization is a measure of how effectively a company engages with its various online stakeholders in a mutually beneficial exchange of information. In today's networked world, socialization is often as important as product quality and customer experience in establishing and maintaining a company's reputation. -Supporting customers. Customer service is another fundamental area of business communication that has been revolutionized by social media. Social customer service involves using social networks and other social media tools to give customers a more convenient way to get help from the company and to help each other. -Understanding target markets. With hundreds of millions of people expressing themselves on social media, smart companies are listening. This listening often takes place automatically with text analytics systems.

Major Dimensions of Cultural Diversity

Here are the eight most significant variables that define any culture and can create differences between cultures. -Long description: The details of the eight dimensions depicted in the illustration are as follows: •Context: Pattern of physical cues, environmental stimuli, and implicit understanding •Laws and ethics: Explicit legal restrictions and implicit ethical guidelines •Social customs: Formal and informal rules of behavior •Nonverbal signals: The use and meaning of nonverbal signals in communication •Age: Perceptions of age and expectations regarding capabilities and behaviors •Gender: Perceptions of gender roles; concepts of gender and sexual orientation •Religion: Expectations of religious expression and degree of religious inclusivity •Ability: Accommodation for the full spectrum of physical and cognitive abilities.

Figure 17.7

Here are two of the ways you can use a blueprint slide as a navigational aid to help your audience stay on track with the presentation. Fig 17.7A visually "mutes" and checks off the sections of the presentation that have already been covered. In contrast, Fig 17.7B uses a sliding highlight box to indicate the next section to be covered.

Designing Messages for Mobile Devices

In addition to making your content mobile-friendly using the writing tips in Chapter 4 (see page 108), you can follow these steps in formatting that content for mobile devices (See Figure 6.4): -Think in small chunks. Remember that mobile users consume information one screen at a time, so try to divide your message into independent, easy-to-consume bites. If readers have to scroll through a dozen screens to piece together your message, they might miss your point or just give up entirely. -Make generous use of white space. White space is always helpful, but it's critical on small screens because readers are trying to get the point of every message as quickly as possible. Keep your paragraphs short (four to six lines), and separate them with blank lines so the reader's eyes can easily jump from one point to the next. -Format simply. Avoid anything that is likely to get in the way of fast, easy reading, including busy typefaces, complex graphics, and complicated layouts. -Consider horizontal and vertical layouts. Most phones and tablets can automatically rotate their screen content from horizontal to vertical as the user rotates the device. A layout that doesn't work well with the narrow vertical perspective might be acceptable at the wider horizontal perspective. Info on Figure 6.4: -White space between the heading and the body text helps readers perceive the heading as a single block of text. -Generous margins reduce the visual clutter on screen. -The sans serif typeface (right) is easier to read than the serif typeface (left). -Shorter paragraphs simplify reading and allow for more white space breaks between paragraphs.

Preemployment Testing and Background Checks

In an effort to improve the predictability of the selection process, many employers now conduct a variety of preemployment evaluations and investigations. Here are types of assessments you are likely to encounter during your job search: -Integrity tests-Integrity tests attempt to measure how truthful and trustworthy a candidate is likely to be. -Personality tests-Personality tests are designed to gauge such aspects as attitude toward work, interests, managerial potential, dependability, commitment, and motivation. -Cognitive tests-Cognitive tests measure a variety of attributes involved in acquiring, processing, analyzing, using, and remembering information. Typical tests involve reading comprehension, mathematics, problem solving, and decision making. -Language proficiency-You may be asked to take a reading or writing test. -Job knowledge and job-skills tests-These assessments measure the knowledge and skills required to succeed in a particular position. An accounting candidate, for example, might be tested on accounting principles and legal matters (knowledge) and asked to create a simple balance sheet or income statement (skills). -Substance tests-A majority of companies perform some level of drug and alcohol testing. Many employers believe such testing is necessary to maintain workplace safety, ensure productivity, and protect companies from lawsuits, but others view it as an invasion of employee privacy. -Background checks-In addition to testing, most companies conduct some sort of background check, including reviewing your credit record, checking to see whether you have a criminal history, and verifying your education. Moreover, you should assume that every employer will conduct a general online search on you. To help prevent a background check from tripping you up, verify that your college transcripts are current, look for any mistakes or outdated information in your credit record, plug your name into multiple search engines to see whether anything embarrassing shows up, and scour your social network profiles and connections for potential problems. Preemployment assessments are a complex and controversial aspect of workforce recruiting. -Online searches-keep your online foot print clean. Pre employment assessments info:-Though personality tests are widely used, some research indicates that commonly used tests aren't reliable predictors of job success. -Expect more innovation in this area & greater use of testing in general in the future as companies try reducing the risks & costs of poor hiring decisions. -For concerns about pre employment test, ask the employer for more info or ask your college career center for advice. -Or from Equal Employment Opportunity Commission at www.eeoc.gov.

Figure 8.2

Info on figure: -Like many large corporations, Xerox has a variety of blogs. This menu give quick access to all of them. -The search box lets visitors quickly find posts on topics of interest. -A large photo helps draw readers in. -Readers can subscribe to future posts via email or RSS newsfeed. -The post title is brief and clear, and it incorporates key terms likely to trigger hits in search engines (Internet of Everything and energy). -These links provide access to other posts by this author and other posts tagged with "innovation." -Social media share buttons make it easy for readers to share this post with their followers. -The sidebar lists recent posts and recent comments left by readers. -The post positions the company as an expert in an important technology field, without overtly selling Xerox products and services.

Figure 5.4

Instilling confidence that Slack can keep customer data safe is the specific purpose (see page 100) of this message. To help build this perception, the post uses variations on the word "confidence three times in the first two paragraphs. "Happy days" is a casual alternative to "Fortunately or similar wording. Note that this is at the casual extreme of conversational business style, and some companies would consider it too casual for a message such as this. This paragraph is devoted to the new executive's qualifications, which lend support to the "getting better" message conveyed in the headline and help bolster the confidence message that is the underlying purpose of the entire post. "Transformational" suggests a fundamental shift in the way the company approaches security, so it's stronger than something like we made numerous changes to improve security." Even though this is an announcement about company matters (the executive hire), the message starts with a strong "you" orientation. The opening uses "you" and "your" and addresses an important reader concern (data security). Uses third-party endorsements to help build the credibility of the message. The last two sentences in this paragraph have a whimsical tone but they convey an important message, which is that this person eats, sleeps, and breathes data security which in turn supports the specific purpose of the blog post. The article continues with a list of security-related accomplishments the company made in the previous year, which supports the claim of "busy and transformational."

Duarte (pg 485)

Intro to company: -Silicon Valley firm that specializes in presentation design. Nancy Duarte: -CEO/founder of Duarte Nancy Duarte's Advice: -Found in her books/presentations. -Provides advice on creating more compelling presentation slides. -Suggests five principles of effective slide design that echo the audience-centered approach. Duarte's 5 principles advice: -1st make your presentation about your audience & their needs. (Don't make it all about you & how clever you are) (Use slides & other visuals to aid) -2nd don't try to transfer truckloads of data & info to your audience. (Focus on sharing meaning & connecting with audiences at an emotional level) (Use images & videos to humanize, but strive for simplicity) -3rd use your visual medium to full effect. (Don't rely heavily on verbal content) (Many people respond better to visual content & representations of ideas) (For each major point in your presentation, see if there's a way to present the key info visually) -4th think design, not decoration. (When choosing fonts, colors, artwork, animation, & other visual elements, consider how each piece can support the meaning you want your audience to receive) -5th remember that slides & other visuals are simply part of the channel between you & your audience. (Slides are a conduit for ideas, meaning, & inspiration. Not a centerpiece of a presentation)

Organizing a Presentation

Linear: -Outlined Like Conventional Messages -Follow a Predefined Flow Nonlinear: -Doesn't Flow in Any Particular Direction -Allows Presenter to Move Back and Forth Between Topics Select the Right Software -The possibilities for organizing a business presentation fall into two basic categories: linear or nonlinear. Linear presentations are like printed documents in the sense that they are outlined like conventional messages and follow a predefined flow from start to finish. The linear model is appropriate for speeches, technical and financial presentations, and other presentations in which you want to convey your message point by point or build up to a conclusion following logical steps. -In contrast, a nonlinear presentation doesn't flow in any particular direction but rather gives the presenter the option to move back and forth between topics and up and down in terms of level of detail. Nonlinear presentations can be useful when you want to be able to show complicated relationships between multiple ideas or elements, to zoom in and out between the "big picture" and specific details, to explore complex visuals, or to have the flexibility to move from topic to topic in any order. -The difference between the two styles can be seen in the type of software typically used to create and deliver a presentation. Microsoft PowerPoint, Apple Keynote, Google Slides, and similar packages use sequences of individual slides, often referred to as a slide deck. They don't necessarily need to be presented in a strict linear order, because the presenter does have the option of jumping out of the predefined order, but in most presentations using slides, the speaker moves from start to finish in that order. -Prezi is the best-known nonlinear presentation software and doesn't use the concept of individual slides. Instead, you start from a main screen, or canvas, which often presents the big picture overview of your topic (see Figure 16.3). From there, you add individual objects (including blocks of text, photos, or videos) that convey specific information points. Prezi operations: -While presenting, can zoom in & out. -Discuss individual objects & their relationships to the big picture & each other. -Define a narrative flow by creating a path from one object to the next, which also lets people view the presentation on their own. -This in turn makes a presentation into a linear presentation. -sometimes viewed as a more dynamic & engaging way to present, & it certainly has that potential. -Remember that presentations—using any software or system—are not about flash and dazzle; they are about sharing ideas, information, and emotions with your audience. Deciding what approach & presentation software to use: -1st match the tool to the task, not the other way around. -1st example. Detailed technical discussion might need a linear presentation, vs a free-form brainstorming session might benefit from a nonlinear approach. -2nd if they're used well, software features can help you tell your story, but your story is what matters—not the software. If they're used poorly, software features only get in the way. -2nd example. Overuse of zooming in Prezi. -3rd in spite of their reputation, PowerPoint and other conventional slide programs aren't limited to creating boring, linear flows of bullet points.

Overcoming Ethnocentrism and Stereotyping

Long description: The details of the flowchart are as follows: •From top, the flowchart shows two boxes labeled "Overcome ethnocentrism" and "Recognize cultural variations." The two boxes lead to "Enhance sensitivity to culture and diversity" which in turn leads to "Effective Communication across Cultures." •From bottom, the flowchart shows six boxes labeled "Study other cultures and languages," "Respect style preferences," "Use interpreters, translators, and translation software," "Help others adapt to your culture," "Listen carefully," and "Write and speak clearly." The six boxes lead to "Improve intercultural communication skills" which in turn leads to "Effective Communication across Cultures." -You can avoid ethnocentrism and stereotyping by avoiding assumptions, withholding judgment, and accepting differences. -Avoid assumptions. Don't assume that others will act the same way you do, use language and symbols the same way you do, or even operate from the same values and beliefs. For instance, in a comparison of the 10 most important values in three cultures, people from the U.S had no values in common with people from Japanese or Arab cultures. -Withhold judgment. When people act differently, don't conclude that they are in error or that their way is invalid or inferior. -Acknowledge distinctions. Don't ignore the differences between another person's culture and your own. -Unfortunately, overcoming ethnocentrism and stereotyping is not a simple task, even for people who are highly motivated to do so. -Moreover, research suggests that people often have beliefs and biases that they're not even aware of—and that may even conflict with the beliefs they think they have. Ethnocentrism is the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.

The Three-Step Process for Résumés

Long description: The three steps depicted in the figure are plan, write, and complete. The details of the steps are as follows: -1. Plan: Analyze the Situation: Recognize that the purpose of your résumé is to get an interview, not to get a job. Gather Information: Research target industries and companies so that you know what they're looking for in new hires; learn about various jobs and what to expect; learn about the hiring manager, if possible. Choose Media and Channels: Start with a traditional paper résumé and develop scannable, plain text, PDF, and social/ online versions, as needed. Consider other formats as supplements. Organize the Information: Choose an organizational model that highlights your strengths and downplays your shortcomings; use the chronological approach unless you have a strong reason not to. -2. Write: Adapt to Your Audience: Plan your wording carefully so that you can catch a recruiter's eye within seconds; translate your education and experience into attributes that target employers find valuable. Compose the Message: Write clearly and succinctly, using active, powerful language that is appropriate to the industries and companies you're targeting; use a professional tone in all communications. -3. Complete: Revise the Message: Evaluate content and review readability, then edit and rewrite for conciseness and clarity. Produce the Message: Use effective design elements and a suitable layout for a clean, professional appearance; seamlessly combine text and graphical elements. When printing, use quality paper and a good printer. Proofread the Message: Review for errors in layout, spelling, and mechanics; mistakes can cost you interview opportunities. Distribute the Message: Deliver your résumé, carefully following the specific instructions of each employer or job board website.

Sending negative messages on routine business matters

Making negative announcements on routine business matters Use the outline for indirect approach Rejecting suggestions and proposals Unsolicited and from external? May not need to respond if no relationship is there Solicited? Provide explanation using indirect approach The closer the working relationship, the more detail you need in explanation Refusing routine requests Most can use direct approach If stakes are high, you have a close relationship with reader, or you would have accepted the offer before, use indirect Focus on relationship with reader and refrain from delaying negative response or giving false hope Handling bad news about transactions Goals: to modify the customer's expectations to explain how you plan to resolve the situation to repair whatever damage might have been done to the business relationship. Customer had no expectations: simply inform Customer does have expectations: reset expectations and explain how you are going to solve the problem and include apology Refusing claims and requests for adjustments Use indirect approach and be mindful of tone Close on respectful and action-oriented note Reply as soon as possible Demonstrate understanding of complaint Explain refusal Suggest alternative action Be careful to not say anything defamatory

Planning for the Employer's Questions

Many general interview questions are "stock" queries you can expect to hear again and again during your interviews. Get ready to face these six at the very least: -What's the hardest decision you've ever had to make? Be prepared with a good example (that isn't too personal), explaining why the decision was difficult, how you made the choice you made, and what you learned from the experience. -What's your greatest weakness? This question seems to be a favorite of some interviewers, although it probably rarely yields useful information. One good strategy is to mention a skill or attribute you haven't had the opportunity to develop yet but would like to in your next position. Another option is to discuss a past shortcoming you took steps to correct. -Where do you want to be 5 years from now? This question tests (1) whether you're merely using this job as a stopover until something better comes along and (2) whether you've given thought to your long-term goals. What your answer should reflect: -Desire to aid the employer's long-term goals (not solely yours). -Debatable as to how often this yields useful info but be prepared for it. -What didn't you like about previous jobs you've held? Answer this one carefully: The interviewer is trying to predict whether you'll be an unhappy or difficult employee. Describe something that you didn't like in a way that puts you in a positive light, such as having limited opportunities to apply your skills or education. Avoid making negative comments about former employers or colleagues. -Tell me something about yourself. One good strategy is to briefly share the "story of you" (see page 515)—quickly summarizing where you have been and where you would like to go—in a way that aligns your interests with the company's. Other options: -Focus on a specific skill you know is valuable to the company. -Share something business-relevant that you're passionate about. -Offer a short summary of colleague or customer thoughts about you. -Don't be shy or indecisive. -Make your answer memorable. -How do you spend your free time? This question can pop up late in an interview, after the interviewer has covered the major work-related questions and wants to get a better idea of what sort of person you are. Prepare an answer that is honest and that puts you in a positive light, without revealing more than you are comfortable revealing or suggesting that you might not fit in the corporate culture. Sports, hobbies, reading, spending time with family, and volunteer work are all "safe" answers.

Editing for Conciseness with Table 6.3 (1 of 5)

Many of the changes you make to improve clarity also shorten your message by removing unnecessary words. The next step is to examine the text with the specific goal of reducing the number of words. Readers appreciate conciseness and are more likely to read your documents if you have a reputation for efficient writing. See Table 6.3 for examples of the following tips: -Delete unnecessary words and phrases. To test whether a word or phrase is essential, try the sentence without it. If the meaning doesn't change, leave it out. -Shorten long words and phrases. Short words and phrases are generally more vivid and easier to read than long ones. Also, by using infinitives (the "to" form of a verb) in place of some phrases, you can often shorten sentences while making them clearer. -Eliminate redundancies. In some word combinations, the words say the same thing. For instance, "visible to the eye" is redundant because visible is enough without further clarification; "to the eye" adds nothing. -Rewrite "It is/There are" starters. If you start a sentence with an indefinite pronoun such as it or there, chances are the sentence could be shorter and more active. For instance, "We believe . . . " is a stronger opening than "It is believed that . . . " because it is shorter and because it identifies who is doing the believing. -As you rewrite, concentrate on how each word contributes to an effective sentence and on how each sentence helps build a coherent paragraph. For a reminder of the tasks involved in revision, see "Checklist: Revising Business Messages." Checklist: Evaluate content, organization, style, and tone. •Make sure the information is accurate, relevant, and sufficient. •Check that all necessary points appear in logical order. •Verify that you present enough support to make the main idea convincing and compelling. •Be sure the beginning and ending of the message are effective. •Make sure you've achieved the right tone for the audience and the situation. Review for readability. •Consider using a readability index, but be sure to interpret the answer carefully. •Use a mix of short, medium, and long sentences. •Keep paragraphs short. •Use bulleted and numbered lists to emphasize key points. •Make the document easy to skim with headings and subheadings. Edit for clarity. •Break up overly long sentences and rewrite hedging sentences. •Impose parallelism to simplify reading. •Correct dangling modifiers. •Reword long noun sequences and replace camouflaged verbs. •Clarify sentence structure and awkward references. Edit for conciseness. •Delete unnecessary words and phrases. •Shorten long words and phrases. •Eliminate redundancies. •Rewrite sentences that start with "It is" or "There are."

Figure 16.3

Nonlinear presentations, particularly those using the cloud-based Prezi system, give the presenter more freedom to zoom in and out between the big picture to the details and to cover topics in any order.

Creating Navigation and Support Slides

Now that the content slides are ready, enhance your presentation with several slides that add "finish" to your presentation and provide additional info to benefit your audience: -Title slide(s). Make a good first impression on your audience with one or two title slides, the equivalent of a report's cover and title page. A title slide should contain the title of your presentation (and subtitle, if appropriate), your name, your department affiliation (for internal audiences), and your company affiliation (for external audiences). You may also include the presentation date and an appropriate graphic element. Depending on the amount of info you need to convey at this point, two title slides might be appropriate: one focusing on the topic of the presentation and a second with your affiliation and other info. This second slide can also be used to introduce the speaker and list his or her credentials. -Agenda & program details. You can use these slides to communicate the agenda for your presentation and any additional info your audience might need. Because presentations pull your audience members away from their daily routines and work responsibilities, they can have questions about anything from break times or lunch plans to the password needed to log onto the facility's wireless network. By answering these questions at the beginning of your presentation, you'll minimize disruptions later and help the audience stay focused on your message. -Navigation slides. To tell your audience where you're going and where you've been, you can use a series of navigation slides based on your outline or agenda. This technique is most useful in longer presentations with several major sections. As you complete each section, repeat the slide but indicate which material has been covered and which section you are about to begin (see Figure 17.7). This sort of slide is sometimes referred to as a moving blueprint. You can then use the original slide again in the close of your presentation to review the points you've covered. As an alternative to the repeating agenda slide, you can insert a simple bumper slide at each major section break, announcing the title of the section you're about to begin.

Defining Your Main Idea & Limiting Your Scope

One-Sentence Summary: -Subject -Purpose -Audience -Regardless of which overall approach you take, a successful presentation starts with a clear picture of the main idea you want to share with your audience. Start by composing a one-sentence summary that links your subject and purpose to your audience's frame of reference. Examples: -Convince management that reorganizing the technical support department will improve customer service and reduce employee turnover. -Convince the board of directors that we should build a new plant in Texas to eliminate manufacturing bottlenecks and improve production quality. -Address employee concerns regarding a new health-care plan by showing how the plan will reduce costs and improve the quality of their care. -Each of these statements puts a particular slant on the subject, one that directly relates to the audience's interests. Make sure your purpose is based on a clear understanding of audience needs so that you can deliver information your audience truly cares about. For example, a group of new employees will be much more responsive to your discussion of plant safety procedures if you focus on how the procedures can save lives and prevent injuries rather than on how they will save the company money or conform to government regulations. -Work Within Time Constraints -Hold Audience's Attention -Limiting your scope is important with any message, but it's particularly vital with presentations, for two reasons. First, for most presentations, you must work within strict time limits. Second, the longer you speak, the more difficult it is to hold the audience's attention and the more difficult it is for your listeners to retain your key points. -The only sure way to know how much material you can cover in a given time is to practice your presentation after you complete it. As an alternative, if you're using conventional structured slides (see page 489), you can figure on three or four minutes per slide as a rough guide. Of course, be sure to factor in time for introductions, coffee breaks, demonstrations, question-and-answer sessions, and anything else that takes away from your speaking time. -Approaching time constraints as a creative challenge can actually help you develop more effective presentations. Limitations can force you to focus on the most essential message points that are important to your audience. -If you're having trouble meeting a time limit or just want to keep your presentation as short as possible, consider a hybrid approach in which you present your key points in summary form and give people printed handouts with additional detail.

Developing Social Media Content (1 of 2)

Planning Social Media Content: -Take a Conversational Approach: One of the great appeals of social media is the feeling of conversation, of people talking with one another instead of one person talking at everyone else. For all their technological sophistication, a key aspect of social media is providing a new spin on the age-old practice of word-of-mouth communication. -Support the Ways Your Readers Want to Consume Info: One major reason for the explosion of digital, social, and mobile media options in recent years is that no single approach works best for all readers. -Provide Info That Your Connections Are Likely to Share: One of the biggest benefits of social media is the "message boost" you can get from encouraging people who follow you to share your content with people who follow them. -Restrict Promotional Efforts to the Right Time & Place: Some companies use selected social media accounts for product promotion, but efforts to inject blatant "salespeak" into social networking conversations may not always be welcomed by the audience. -Promote a Sense of Community: Make it easy for customers and other audiences to connect with your company and with each other. -Be Transparent: Chapter 1 defines transparency as a sense of openness and of giving recipients the info they need to process messages accurately. Laws in the US and other countries require certain aspects of transparency, such as requiring that social media users disclose any financial incentives they have when promoting or reviewing products. (1 of 2)

Gathering Information & Selecting the Right Combination of Media and Channels

Planning Your Research: -Prioritize Information -Focus on the Most Important Question -Adapt Existing Information -The amount of information needed in many reports and proposals requires careful planning—and perhaps even a separate research project just to get the data and information you need. As Chapter 13 emphasizes, you should prioritize your information needs before you start and focus on the most important questions. Whenever possible, try to reuse or adapt existing information to save time. -Some reports require formal research projects in order to gather all the necessary information. -Observe Media Requirements -Consider How Audience Wants to Provide Feedback -Does the Document Need to be Searchable or Editable? -Observe the Message the Media Selection is Sending -In addition to the general media selection criteria discussed in Chapter 4, consider several points for reports and proposals. First, audiences may have specific media requirements, and you might not have a choice. For instance, executives in many corporations now expect to review many reports via their in-house intranets, sometimes in conjunction with an executive dashboard, a customized online presentation of highly summarized business information. Executive dashboards are particularly helpful for accessing report content on mobile devices (see Figure 14.3). -Second, consider how your audience members want to provide feedback on your report or proposal. Do they prefer to write comments on a printed document or edit a wiki article? Third, will people need to search through your document or update it in the future? Fourth, bear in mind that your choice of medium sends a message. For instance, a routine sales report dressed up in expensive multimedia could look like a waste of valuable company resources.

CHECKLIST Developing Presentations

Planning your presentation -Analyze the situation by defining your purpose and developing an audience profile. -Select the best medium. -Organize your presentation by defining the main idea, limiting the scope, choosing your approach, and preparing your outline. Developing your presentation -Adapt to your audience by tailoring your style and language. -Compose your presentation by preparing an introduction, a body, and a close. -Use your introduction to arouse audience interest, build your credibility, and preview your message. -Use the body to connect your ideas and hold your audience's attention. -Close with confidence and clarity, restating your main points and describing the next steps. Delivering your presentation -Choose a presentation method, which should be speaking from an outline or notes in nearly all situations. -Practice until you can deliver your material naturally, without reading your slides. -Prepare to speak by verifying the operation of all the equipment you'll need to use. -Determine whether you should use an interpreter. -Overcome anxiety by preparing thoroughly. -Handle questions responsively. Embracing the backchannel -Integrate social media into the presentation process. -Monitor and ask for feedback. -Review comments to improve your presentation. -Automatically tweet key points from your presentation while you speak. -Establish expectations with the audience. Giving presentations online -Consider sending preview study materials ahead of time. -Rehearse using the system live, if at all possible. -Keep your presentation as simple as possible. -Ask for feedback frequently. -Consider the viewing experience from the audience members' point of view. -Allow plenty of time for everyone to get connected and familiar with the screen they're viewing.

Practicing Your Delivery & Preparing to Speak

Practicing your presentation is essential. Practice boosts your confidence, gives you a more professional demeanor, and lets you verify the operation of your visuals and equipment. A test audience can tell you if your slides are understandable and whether your delivery is effective. A day or two before you're ready to step on stage for an important talk, make sure you and your presentation are ready: -Can you present your material naturally, without reading your slides? -Is the equipment working, and do you know how to use it? -Could you still make a compelling and complete presentation if you experience an equipment failure and have to proceed without using your slides at all? -Is your timing on track? -Can you easily pronounce all the words you plan to use? -Have you anticipated likely questions and objections? -With experience, you'll get a feel for how much practice is enough in any given situation. Practicing helps keep you on track, helps you maintain a conversational tone with your audience, and boosts your confidence and composure. Plan Your Presentation in Advance: -Check the Seating Arrangements -Check Equipment and Supplies -Plan for Multicultural Audiences -In addition to knowing your material thoroughly and practicing your delivery, make sure your location is ready, you have everything you'll need, and you're prepared to address audiences from other cultures, if that applies. -Whenever you can, scout the location for your presentation in advance. Check the seating arrangement to confirm it's appropriate for your needs and the audience's. Verify the availability and operation of all the equipment and supplies you're counting on, from the projection system to simple but vital necessities such as flip charts and marking pens. If you're using slides, make sure you know how to get the file from your computer or other device to the projection system. -If you're addressing audience members who speak a different native language, consider using an interpreter. Working with an interpreter does constrain your presentation somewhat. For instance, you must speak slowly enough for the interpreter to keep up with you. Send your interpreter a copy of your speaking notes and your visuals as far in advance as possible. If your audience is likely to include persons with hearing impairments, team up with a sign-language interpreter as well. -When you deliver a presentation to people from other cultures, take into account cultural differences in appearances, mannerisms, and other customs. Your interpreter or host will be able to suggest appropriate changes for a specific audience or occasion.

Careful Proofreading

Resist the temptation to treat proofreading as a casual scan up and down the page or screen. Instead, approach it as a methodical procedure in which you look for specific problems that may occur. Use these techniques from professional proofreaders to help ensure high-quality output: -Make multiple passes. Go through the document several times, focusing on a different aspect each time. For instance, look for content errors the first time and layout errors the second time. -Use perceptual tricks. You've probably experienced the frustration of reading over something a dozen times and still missing an obvious error. This happens because your brain has developed a wonderful skill of subconsciously supplying missing pieces and correcting mistakes when it knows what is supposed to be on the page. To keep your brain from tricking you, you need to trick it by changing the way you process the visual information. Try (1) reading each page backward, from the bottom to the top, (2) placing your finger under each word and reading it silently, (3) making a slit in a sheet of paper that reveals only one line of type at a time, and (4) reading the document aloud and pronouncing each word carefully. -Double-check high-priority items. Double-check the spelling of names and the accuracy of dates, addresses, and any number that could cause grief if incorrect (such as telling a potential employer that you'd be happy to work for $5,000 a year when you meant to say $50,000). -Give yourself some distance. If possible, don't proofread immediately after finishing a document; let your mind wander off to new topics and then come back fresh later. -Be vigilant. Avoid reading large amounts of material in one sitting and try not to proofread when you're tired. -Stay focused. Concentrate on what you're doing. Try to block out distractions and focus as completely as possible on your proofreading task. -Review complex digital documents on paper. Some people have trouble proofreading webpages, online reports, and other digital documents on screen. If you have trouble, print the materials so you can review them on paper. -Take your time. Quick proofreading is not careful proofreading. -The amount of time you need to spend on proofing depends on the length and complexity of the document and the situation. A typo in an email message to your team may not be a big deal, but a typo in a financial report, a contract, or a medical file certainly could be serious. See "Checklist: Proofing Business Messages" for a handy list of items to review during proofing. Checklist Proofreading Business Messages: Look for writing errors.-Typographical mistakes -Misspelled words -Grammatical errors -Punctuation mistakes Look for missing elements.-Missing text sections -Missing exhibits (drawings, tables, photographs, charts, graphs, online images, and so on) -Missing source notes, copyright notices, or other reference items Look for design, formatting, and programming mistakes.-Incorrect or inconsistent font selections -Problems with column sizing, spacing, and alignment -Incorrect margins -Incorrect special characters -Clumsy line and page breaks -Problems with page numbers -Problems with page headers and footers -Lack of adherence to company standards -Inactive or incorrect links -Missing files

Varying the Length of Your Sentences & Keeping Your Paragraphs Short

Short: -Up to 15 Words Medium: -15-25 Words Long: -Over 25 Words -Varying the length of your sentences is a creative way to make your messages interesting and readable. By choosing words and sentence structure with care, you can create a rhythm that emphasizes important points, enlivens your writing style, and makes information more appealing to your reader. -Advantages: Short sentences can be processed quickly and are easier for nonnative speakers and translators to interpret. Medium-length sentences are useful for showing the relationships among ideas. Long sentences are often the best for conveying complex ideas, listing multiple related points, or summarizing or previewing info. -Disadvantages: Too many short sentences in a row can make your writing choppy. Medium sentences can lack the punch of short sentences and the informative power of longer sentences. Long sentences can be difficult to understand because they contain more info and usually have a more complicated structure. Because readers can absorb only a few words per glance, longer sentences are also more difficult to skim. By choosing the best sentence length for each communication need and remembering to mix sentence lengths for variety, you'll get your points across while keeping your messages lively and interesting. -To keep readers' interest, look for ways to combine a variety of short, medium, and long sentences. -Short paragraphs have the major advantage of being easy to read. -Short paragraphs, generally 100 words or fewer (this paragraph has 92 words), are easier to read than long ones, and they make your writing look inviting. You can also emphasize ideas by isolating them in short, forceful paragraphs. -However, don't go overboard with short paragraphs. In particular, be careful to use one-sentence paragraphs only occasionally and usually only for emphasis. Also, if you need to divide a subject into several pieces to keep paragraphs short, be sure to help your readers keep the ideas connected by guiding them with plenty of transitional elements. -the optimum paragraph length is short to medium in most cases.

Choosing Your Approach

Shorter Presentations: -Direct approach for routine information or good news -Indirect approach for bad news or persuasion Longer Presentations: -Direct approach to motivate or inform -Indirect approach to analyze, persuade, or collaborate -With a well-defined main idea to guide you and a clearly defined scope for your presentation, you can begin to arrange your message. If you have 10 minutes or less to deliver your message, organize your presentation much as you would a brief written message: Use the direct approach if the subject involves routine information or good news; use the indirect approach if the subject involves negative news or persuasion. Plan to spend a minute or two during your introduction to arouse interest and to give a preview of what's to come. -For the body of the presentation, be prepared to explain the who, what, when, where, why, and how of your subject. In the final few moments, review the points you've made and close with a statement that will help your audience remember the subject of your speech (see Figure 16.4). -Longer presentations are organized like reports. If the purpose is to inform, use the direct approach and a structure imposed naturally by the subject: importance, sequence, chronology, spatial orientation, geography, or category. If your purpose is to analyze, persuade, or collaborate, organize your material around conclusions and recommendations or around a logical argument. Use the direct approach if the audience is receptive and the indirect approach if you expect resistance. -Regardless of the length of your presentation, remember to keep your organization clear and simple. If listeners lose the thread of your presentation, they'll have a hard time catching up and following your message in the remainder of your speech. Explain at the beginning how you've organized your material and try to limit the number of main points to three or four. Developing Presentations: -Remember their advantage over written reports: (You can adjust your outline on the fly if needed.) -Identify the critical points in your presentation & ask yourself some "what if" questions to address possible audience reactions. -Example (you're worried the audience might not agree with the financial assumptions you've made, prepare a detailed analysis that you can include to prepare for a negative reaction seems likely or if someone openly questions you about it). -Most presentation software makes it easy to adjust your presentation as you move along, allowing you to skip over any parts you decide not to use or to insert backup material at the last minute. With every presentation: -Look for opportunities to integrate storytelling into the structure of your presentation. -Why (Dramatic tension (not knowing what'll happen to the "hero") at the heart of effective storytelling is a great way to capture & keep the audience's attention). Figure 16.4 Info: -These elements of bad news are effectively supporting points for the main bad news to come. -Here is the key part of the message: the company has to choose between two unwelcome options. -Here's an outline of a short presentation that updates management on the status of a key project. The presenter has some bad news to deliver (either the product launch will have to be delayed or the materials costs will be higher than anticipated), so she opted for an indirect approach to lay out the reasons for the delay before sharing the news.

Ensuring Successful Online Presentations

To ensure successful online presentations, keep the following advice in mind: -Consider sending preview study materials ahead of time. Doing so allows audience members to familiarize themselves with any important background info. Also, by using a free service such as SlideShare, you can distribute your presentation slides to either public or private audiences, and you can record audio narrative to make your presentations function on their own. Some presenters advise against giving out your slides ahead of time, however, because doing so gives away the ending of your presentation. If time allows, you can prepare preview materials that don't include your entire slide set. -Rehearse using the system live, if at all possible. Presenting online has all the challenges of other presentations, with the additional burden of operating the presentation system while you are talking. Practice with at least one test viewer so you're comfortable using the system. -Keep your presentation as simple as possible. Break complicated slides down into multiple slides if necessary and keep the direction of your discussion clear so that no one gets lost. -Ask for feedback frequently. Except on the most advanced telepresence systems, you won't have as much of the visual feedback that alerts you when audience members are confused, and many online viewers will be reluctant to call attention to themselves by interrupting you to ask for clarification. Setting up a backchannel via Twitter or as part of your online meeting system will help in this regard. -Consider the viewing experience from the audience members' point of view. Will they be able to see what you think they can see? For instance, webcast video is sometimes displayed in a small window on screen, so viewers may miss important details. People logging in on mobile devices (smartphones in particular) may not get the same visual experience as people sitting in front of full-size computer screens. -Allow plenty of time for everyone to get connected, familiar with the screen they're viewing & for possible software download. Build extra time into your schedule to ensure that everyone is connected and ready to start. If the meeting will require them to download and install meeting software, make sure to let them know well in advance. -Last but not least, don't get lost in the technology. Use these tools whenever they'll help, but remember that the most important aspect of any presentation is getting the audience to receive, understand, and embrace your message.

Explain how to integrate visuals with text and list three criteria to review in order to verify the quality of your visuals.

To integrate visuals with text: -strive for a balance between text and visuals. -refer to visuals clearly. -place visuals to maximize the smooth flow of reading. -write helpful titles, captions, and legends. To verify the quality of your visuals: -make sure every visual is accurate (there are no mistakes or missing information). -properly documented (the creator of any underlying data used in the visual has been given complete credit). -honest (the visual honestly reveals the real meaning of the underlying data or information).

Producing a Conventional Printed Résumé

Traditional: -Bring to Job Fairs, Interviews, and Other Events Scannable: -Website Submissions -Optical Scanning Systems for Keywords Even though most of your application activity will take place online, having a copy of a conventional printed résumé is important for taking to job fairs, interviews, and other events. Many interviewers expect you to bring a printed résumé to the interview, even if you applied online. The résumé can serve as a note-taking form or discussion guide, and it is tangible evidence of your attention to professionalism and detail. When printing a résumé, choose a heavier, higher-quality paper designed specifically for résumés and other important documents. White or slightly off-white is the best color choice. Avoid papers with borders or backgrounds. You might encounter a company that prefers scannable résumés, a type of printed résumé that is specially formatted to be compatible with optical scanning systems that convert printed documents to digital text. These systems were once quite common, but their use has been declining rapidly as more employers prefer email submissions or website application forms. If you need to produce a scannable résumé, search online for "formatting a scannable résumé" to get detailed instructions.

Transitions

Transitional elements include -Connecting words (conjunctions) -Repeated words or phrases -Pronouns -Words that are frequently paired Some transitions serve as mood changers, alerting the reader to a change in mood from the previous material. Some announce a total contrast with what's come before, some announce a causal relationship, and some signal a change in time. Here is a list of transitions frequently used to move readers smoothly between clauses, sentences, and paragraphs: -Additional detail: moreover, furthermore, in addition, besides, first, second, third, finally -Cause-and-effect relationship: therefore, because, accordingly, thus, consequently, hence, as a result, so -Comparison: similarly, here again, likewise, in comparison, still -Contrast: yet, conversely, whereas, nevertheless, on the other hand, however, but, nonetheless -Condition: although, if -Illustration: for example, in particular, in this case, for instance -Time sequence: formerly, before, after, when, meanwhile, sometimes -Intensification: indeed, in fact, in any event -Summary: in brief, in short, to sum up -Repetition: that is, in other words, as mentioned previously Using Transitions: -Consider using a transition whenever it could help the reader better understand your ideas and follow you from point to point. -You can use transitions inside paragraphs to tie related points together and between paragraphs to ease the shift from one distinct thought to another. -In longer reports, a transition that links major sections or chapters may be a complete paragraph that serves as a mini intro to the next section or as a summary of the ideas presented in the section just ending. -Use connecting words -Echo a word or phrase from a previous paragraph or sentence -Use a pronoun that refers to a noun previously used -Use words that are frequently paired

Writing Conventional Sales and Marketing Messages

Using the AIDA Model: Conventional marketing and sales messages are often prepared using the AIDA model or some variation of it. (See the next section on crafting messages for social media.) Here are the key points of using the AIDA model for these messages: -Getting the reader's attention. By looking and listening during any given day, you'll notice the many ways advertisers try to get your attention. For example, a headline might offer an exciting product benefit, a piece of interesting news, an appeal to people's emotions or sense of financial value, or a unique solution to a common problem. Of course, words aren't the only attention-getting devices. Depending on the medium, marketers can use evocative images, music, animation, or video. -Building interest. After catching the reader's or viewer's attention, your next step is to build interest in the product, company, or idea you are promoting. A common technique is to "pay off" the promise made in the headline by explaining how you can deliver those benefits. -Increasing desire. Now that you've given the audience some initial information to start building their interest, the next step is to boost their desire for the product by expanding on your explanation of how it will benefit them. Think carefully about the sequence of support points and use plenty of subheadings, hyperlinks, video demonstrations, and other devices to help people quickly find the information they need. By keeping the focus on potential customers and their practical and emotional needs, you can layer on information that helps convince people that your product really is the best solution for them. You can also use a variety of techniques to address potential objections and minimize doubts, including testimonials from satisfied users, articles written by industry experts, competitive comparisons, offers of product samples or free demonstrations, independent test results, and money-back guarantees. -Motivating action. The final step in the AIDA model is persuading the audience to take action, such as encouraging people to pick up the phone to place an order or visit an online app store to download your software. The keys to a successful call to action are making it as easy and risk-free as possible. If the process is confusing or time-consuming, you'll lose potential customers. If you analyze the advertisements you encounter in any medium, you'll see variations of these techniques used again and again.

Understanding the Concept of Culture

•Automatic-you rarely stop to think about the communication rules you're following. •Coherent-a culture seems to be fairly logical and consistent when viewed from the inside. •Complete-they provide their members with most of the answers to life's big questions. -Cultures tend to offer views of life that are both coherent (internally logical) and complete (able to answer all of life's big questions). In addition to being automatic, culture tends to be coherent; that is, a culture seems to be fairly logical and consistent when viewed from the inside. Certain norms within a culture may not make sense to someone outside the culture, but they probably make sense to those inside. Such coherence generally helps a culture function more smoothly internally, but it can create disharmony between cultures that don't view the world in the same way. Finally, cultures tend to be complete; that is, they provide their members with most of the answers to life's big questions. This idea of completeness dulls or even suppresses curiosity about life in other cultures. Not surprisingly, such completeness can complicate communication with other cultures. -Members of a given culture tend to have similar assumptions about how people should think, behave, and communicate, and they all tend to act on those assumptions in much the same way. Cultures can vary in their rate of change, degree of complexity, and tolerance toward outsiders. These differences affect the level of trust and openness you can achieve when communicating with people of other cultures. You learn culture both directly (by being instructed) and indirectly (by observing others). People learn culture directly and indirectly from other members of their group. As you grow up in a culture, you are taught by the group's members who you are and how best to function in that culture. Sometimes you are explicitly told which behaviors are acceptable. At other times you learn by observing which values work best in a particular group. In these ways, culture is passed on from person to person and from generation to generation.

Legal and Ethical Differences

•Cultural context influences legal and ethical behavior, which in turn can affect communication. For example, the meaning of business contracts can vary from culture to culture. Whereas a manager from a U.S. company would tend to view a signed contract as the end of the negotiating process, with all the details resolved, his or her counterpart in many Asian cultures might view the signed contract as an agreement to do business and only then begin to negotiate the details of the deal. As you conduct business around the world, you'll find that both legal systems and ethical standards differ from culture to culture. Making ethical choices across cultures can seem complicated, but you can keep your messages ethical by applying four basic principles: -Actively Seek Mutual Ground: To allow the clearest possible exchange of info, both parties must be flexible and avoid insisting that an interaction take place strictly in terms of one culture or another. -Send and Receive Messages Without Judgment: To allow info to flow freely, both parties must recognize that values vary from culture to culture, and they must trust each other. -Send Messages that are Honest: To ensure that info is true, both parties must see things as they are—not as they would like them to be. Both parties must be fully aware of their personal and cultural biases. -Show Respect for Cultural Differences: To protect the basic human rights of both parties, each must understand and acknowledge the other's needs and preserve the other's dignity by communicating without deception.

Helping Others Adapt to Your Culture

•Look for Opportunities to Help •Offer Advice on Word Choice •Suggest Appropriate Communication Styles and Media •Help Simplify the Communication Process -Everyone can contribute to successful intercultural communication. Whether a younger person is unaccustomed to the formalities of a large corporation or a colleague from another country is working on a team with you, look for opportunities to help people fit in and adapt their communication style. For example, if a nonnative English speaker is making mistakes that could hurt his or her credibility, you can offer advice on the appropriate words and phrases to use. Most language learners truly appreciate this sort of assistance, as long as it is offered in a respectful manner. Moreover, chances are that while you're helping, you'll learn something about the other person's culture and language, too. -You can also take steps to simplify the communication process. For instance, oral communication in a second language is usually more difficult than written forms of communication, so instead of asking a foreign colleague to provide information in a conference call, you could ask for a written response instead of or in addition to the live conversation.

Table 8.1 (1 of 3)

(1 of 3)

Selecting the Active or Passive Voice (2 of 2) table 5.4

(2 of 2) Your choice of the active or passive voice affects the tone of your message. In active voice, the subject performs the action and the object receives the action: "Jodi sent the email message." In passive voice, the subject receives the action: "The email message was sent by Jodi." As you can see, the passive voice combines the helping verb to be with a form of the verb that is usually similar to the past tense. Using the active voice helps make your writing more direct, livelier, and easier to read (see Table 5.4). In contrast, the passive voice is often cumbersome, can be unnecessarily vague, and can make sentences overly long. In most cases, the active voice is your best choice. Nevertheless, using the passive voice can help you demonstrate the "you" attitude in some situations: -When you want to be diplomatic about pointing out a problem or an error of some kind (the passive version seems less like an accusation) -When you want to point out what's being done without taking or attributing either the credit or the blame (the passive version shifts the spotlight away from the person or persons involved) -When you want to avoid personal pronouns in order to create an objective tone (the passive version may be used in a formal report, for example). The second half of Table 5.4 illustrates several other situations in which the passive voice helps you focus your message on your audience.

Table 15.1 Content Elements to Consider for Reports and Proposals (3 of 9)

(3 of 9)

Business Applications of Blogging (4 of 4)

(4 of 4)

Avoiding Common Mistakes in Persuasive Communication

-Avoid Using a Hard Sell -Don't Resist Compromise -Avoid Relying Solely on Great Arguments -Don't Use a "One-Shot" Approach -Don't Use Deception or Other Unethical Behaviors When you believe in a concept or project you are promoting, it's easy to get caught up in your own confidence and enthusiasm and thereby fail to see things from the audience's perspective. When putting together persuasive arguments, avoid these common mistakes (see Figure 12.4): -Using a hard sell. Don't push. No one likes being pressured into making a decision, and communicators who take this approach can come across as being more concerned with meeting their own goals than with satisfying the needs of their audiences. In contrast, a "soft sell" is more like a comfortable conversation that uses calm, rational persuasion. -Resisting compromise. Successful persuasion is often a process of give-and-take, particularly in the case of persuasive business messages, where you don't always get everything you asked for in terms of budgets, investments, and other commitments. -Relying solely on great arguments. Great arguments are important, but connecting with your audience on the right emotional level and communicating through vivid language are just as vital. Sometimes a well-crafted story can be even more compelling than dry logic. -Assuming that persuasion is a one-shot effort. Persuasion is often a process, not a one-time event. In many cases you need to move your audience members along one small step at a time rather than try to convince them to say "yes" in one huge step. Figure 12.4: Imagine you're the marketing manager in a company that decided to speed up its new product launches but did too much too fast and wound up creating chaos. You decide enough is enough and write a memo to the company president advocating that the new program be shut down until the company can regroup—a suggestion you know will meet with resistance. Notice how the ineffective version doesn't quite use the direct approach but comes out swinging, so to speak, and is overly emotional throughout. The effective version builds to its recommendation indirectly, using the same information but in a calm, logical way. Because it sticks to the facts, it is also shorter. Ineffective: -The company has clearly staked a lot on this program, so opening by calling it a disaster will only put the reader on the defensive. -Word choices such as nightmare here and insanity in the next paragraph give the message an emotional, almost hysterical, tone that detracts from the serious message. -The writer mingles together an observation that may be subjective (declining credibility), a hard data point (declining sales), and a prediction (possibility of employee defections). -The claim that recent products were "clearly rushed to market" is unnecessarily inflammatory (because it blames another department) and distracts the reader from the more immediate problems of poor quality. -The first sentence of the last paragraph is insulting to anyone with basic business sense—-particularly the president of the company. Effective: -This neutral summary of events serves as an effective buffer for the indirect approach and provides a subtle reminder of the original goals of the program. -This paragraph contains the same info as the ineffective version, but does so in a calmer way that won't' trigger the readers defense mechanisms and will thereby keep the focus on the facts. -The writer separates a personal hunch (about the possibility of losing employees) from an observation about the market and a measured data point (declining sales). -The writer introduces the info about quality problems without directing blame. -With the evidence assembled, the writer introduces the main idea of putting the program on hold. The recommendation is a judgment call and a suggestion to a superior, so the hedging phrase "I believe" is appropriate.

Four Content Strategies for Business Social Networking

-Developing and sharing original content -Responding to existing content and questions -Curating and sharing existing content -Facilitating user-generated content You have multiple options when it comes to content on social networking. -Responding to questions can be a great way to encourage conversations, build brands, demonstrate a commitment to customer service, and clear up confusion or misinformation. -Curating content for your readers can be a great way to add value and stand out as an expert in your field. -If you promote yourself as an expert when you curate content, people will expect you to do a competent job of finding and filtering materials. -Companies can encourage UGC submissions on their own websites or through other social media platforms, such as Twitter, Facebook, and Instagram. Burberry, Starbucks, and Belkin are among the companies that generated thousands of responses when they invited customers to submit photos and other media. -Yelp has become a major and sometimes controversial influence on consumer behavior at a local level by aggregating millions of reviews of stores, restaurants, and other businesses across the US. Voice of the Crowd: -focus on performing at a high level so that customers reward them with positive reviews -get involved on Yelp (the site encourages business owners to tell potential customers about themselves as well). Content Curation Sites: -In many fields of business, so much original content is already available that sometimes the biggest value a communicator can offer audiences is guiding them to the best of what's out there, rather than creating new content. -can involve sharing links to useful articles or video via blogs or social media accounts -Companies can also set up dedicated websites that publish links to original content in a variety of topic categories -The authors' Business Communication Headline News is one of the earliest examples of content curation in the field of business communication. -Alternatively, a number of websites offer ready-made content curation solutions. (Pinterest & Scoop it.) -can be a great way to add value and stand out as an expert in your field. -save readers the time it would take to find material on their own, but you can use your knowledge to locate and present the most useful articles, videos, and other media on a given topic. two key ethical concerns: -you must not plagiarize, which is presenting someone else's content as your own. -you are promoting yourself as an expert when you curate content, and people will expect you to do a competent job of finding and filtering materials. Community Q&A Sites: -a contemporary twist on the early ethos of computer networking, which was people helping each other. -Groups of like-minded people connected online long before the World Wide Web was even created. -include dedicated customer support communities -Responding to questions can be a great way to build your personal brand, to demonstrate your company's commitment to customer service, and to counter misinformation about your company and its products. -When answering questions-you are writing a type of reference material in addition to corresponding with the original questioner, so keep the long time frame and wider audience in mind.

Creating Effective Slide Content

-L O 17.4 Explain how to create effective slide content. -With some design fundamentals in mind, you're ready to create the textual and visual content for your slides. For every slide, remember to watch out for information overload. When slides have too much content—textual, visual, or both—particularly for several slides in a row, viewers can't process the incoming information fast enough to make sense of it and eventually tune out. Keep your slides clear and easy to grasp, and pace the flow of information at a speed that lets people connect your ideas from one slide to the next.

The Most Common Media and Channel Options

-The simplest way to categorize media choices is to divide them into oral (spoken), written, and visual. Each of these media can be delivered through digital and nondigital channels, which creates six basic combinations. By giving people the ability to see, hear, and react to each other, in-person communication encourages people to ask questions, make comments, and work together to reach a consensus or decision. Managers in particular should embrace face-to-face contact because it can foster a more open and trusting style of communication with employees. Table 4.1 -(For simplicity's sake, subsequent chapters occasionally use "digital media" to indicate any of the three media types delivered through digital channels.)

Chapt 16 vocab

1. Webcasts-Online presentations that people either view live or download later from the web. 2. Screencasts-Recordings of activity on computer displays with audio voiceover. 3. Twebinars-The use of Twitter as a backchannel to facilitate organized discussions. 4. Backchannel-A social media conversation that takes place during a presentation, in parallel with the speaker's presentation.

Table 19.4 part 2

2nd piece

Respecting Preferences for Communication Style Figure 3.4c

An inside address is typically not used in Chinese correspondence. The salutation uses a colon rather than a comma. The revised opening gives the reader some helpful context and the assurance that this is a meaningful business opportunity. The phrase we are very willing to collaborate with you" shows respect for the reader and suggests the interest in forming a partner-ship. This paragraph has been shortened to eliminate the redundant request for information. This revised paragraph still conveys the seriousness of the writer's concerns without offending the reader. "Minimizing" is easier for a non•native speaker to understand than "mitigating." "Thank you" is a simple and adequately formal closing.

Chapt 18 vocab

Applicant Tracking Systems-computer systems that capture & store incoming resumes & help recruiters find good prospects for current openings. Networking-The process of making connections with mutually beneficial business contacts. Resume-A structured, written summary of a person's education, employment background, & job qualifications. Chronological Resume-Format that emphasizes work experience, with past jobs shown in reverse chronological order; the most resume format. Functional Resume-Format that emphasizes skills & capabilities while identifying employers & academic experience in subordinate sections; many recruiters view this format with suspicion. Combination Resume-Format that include the best features of the chronological & functional approaches.

Chapt 19 vocab

Application Letter (Cover Letter)-Message that accompanies a resume to let the readers know what you're sending, why you're sending it & how they can benefit from reading it. Employment Interview-Formal meeting during which a candidate & an employer ask questions & exchange info. Structured Interview-Interview in which the interviewer (or a computer) asks a series of prepared questions in a set order. Open-ended Interview-Interview in which the interviewer adapts his or her line of questioning based on the answers given or questions asked by the interviewee. Panel Interview-Interview in which the candidate meets with several interviewers at once. Group Interview-Interview in which one or more interviewers meet with several candidates simultaneously. Behavior Interview-Interview in which you're asked to relate specific incidents & experiences from your past. Situational Interview-Similar to a behavior interview, except the questions focus on how the candidate would handle various hypothetical situations on the job. Working Interview-Interview in which the candidate performs a job-related activity. Stress Interview-Interview in which the candidate might be asked questions designed to unsettle him/her or is subjected to long periods of silence, criticism, interruptions, &/ or hostile reactions by the interviewer.

Using the AIDA Method for Application Letters

Because application letters are persuasive messages, the AIDA approach you learned in Chapter 12 is ideal, as the following sections explain. -Getting Attention: The opening paragraph of your application letter must accomplish two essential tasks: (1) explain why you are writing and (2) give the recipient a reason to keep reading by demonstrating that you have some immediate potential for meeting the company's needs. Echoing the company's stated needs while highlighting personal qualifications and providing evidence that you understand the industry and its market. -Building Interest and Increasing Desire: The middle section of your letter presents your strongest selling points in terms of their potential benefit to the organization, thereby building interest in you and creating a desire to interview you. Be specific and back up your assertions with convincing evidence. In a solicited letter, be sure to discuss each major requirement listed in the job posting. If you are deficient in any of these requirements, stress other solid selling points to help strengthen your overall presentation. Advice: -Don't restrict info to just job duties. -Highlight personal characteristics, applying to targeted position. -Mention your salary requirements only if the organization has asked you to state them. -Toward the end of this section, refer the reader to your résumé by citing a specific fact or general point covered there. Unaware of the appropriate salary for the position and someone with your qualifications? -Check U.S. Bureau of Labor Statistics website, www.bls.gov or commercial websites. -If stating a target salary, tie it to the value you would offer. -Motivating Action: The final paragraph of your application letter has two important functions: to ask the reader for a specific action (usually an interview) and to facilitate a reply. Offer to come to the employer's office at a convenient time or, if the firm is some distance away, to meet with its nearest representative or arrange a telephone or Skype interview. Include your email address and phone number, as well as the best times to reach you. Finally-Send application (cover) letter along with your resume, especially if responding to an ad or online job posting.

Respecting Preferences for Communication Style Figure 3.4a

Language such as "cool" and *having a look at" is too informal for external business communication, particularly for international correspondence. The tone of this paragraph is too demanding. "Here in the States" is too informal, and referring to the reader as "foreign" is potentially insulting. Inflammatory language such as bad press, scandal, and sweatshops will put the reader on the defensive and discourage a positive response. The request for a response sounds too demanding, and it lacks a specific deadline. The closing is too informal.

Letter of Resignation Picture

Letter of Resignation Info: -Uses an appreciative opening to serve as a buffer. -States reasons before the bad news itself, using tactful phrasing to help keep the relationship friendly, should the writer later want letters of recommendation -Discusses necessary details in an extra paragraph -Tempers any disappointment with a cordial close

Chapt 17 Checklist

Plan your presentation visuals. -Make sure you and your message, not your visuals, remain the focus of your presentation. -Select your visuals carefully to support your message; use a combo of visuals if needed. -Review your plan for each visual to make sure it truly supports your message. -Follow effective design principles, with an emphasis on accuracy and simplicity. -Use your time wisely so that you have plenty of time to practice your presentation. Choose structured or free-form slides. -Structured slides using bullet-point templates are easy to create, require little time or skill to design, and can be completed in a hurry. Best uses: routine, internal presentations. -Primary disadvantages of structured slides are mind-numbing repetition of bullet-point format and the common tendency of stuffing too much information on them. -Free-form slides make it easier to combine textual and visual information, to create a more dynamic and engaging experience, and to maintain a conversational connection with the audience. Best uses: motivational, educational, and persuasive presentations. -Primary disadvantages of structured slides are the time, skill, and imagery required; added responsibilities for the speaker; and the possibility of fragmenting complex topics. Design effective slides. -If you can, avoid creating "slideuments," slides that are so packed with information that they can be read as standalone documents. -Use color to emphasize important ideas, create contrast, isolate visual elements, and convey intended nonverbal signals. -Limit color to a few compatible choices and use them consistently. -Make sure your slide background doesn't compete with the foreground. -Use decorative artwork sparingly and only to support your message. -Emphasize functional artwork—photos, technical drawings, charts, and other visual elements containing information that is part of your message. -Choose typefaces that are easy to read on screen; limit the number of typefaces and use them consistently. -Use slide masters to maintain consistency throughout your presentation. Create effective slide content. -Write content that will be readable from everywhere in the room. -Write short, active, parallel phrases that support, not replace, your spoken message. -Avoid complete sentences unless you need to quote verbatim. -Limit the amount of text so that your audience can focus on listening, not reading. -Simplify print graphics for use on slides but don't oversimplify. -Use functional animation when it can support your message. -Make sure slide transitions are subtle, if used at all. -Use builds carefully to control the release of information. -Use hyperlinks and action buttons to add flexibility to your presentation. -Incorporate multimedia elements that can help engage your audience and deliver your message. Complete slides and support materials. -Review every slide carefully to ensure accuracy, consistency, and clarity. -Make sure that all slides are fully operational. -Use the slide sorter to verify and adjust the sequence of slides, if needed. -Have a backup plan in case your slide plan fails. -Create navigation and support slides. -Create handouts to give the audience additional information and to minimize the amount of information you need to put on your slides.

Tips for Successful Blogging

Planning a Blog and Individual Blog Posts: -Audience-Except with team blogs and other efforts that have an obvious and well-defined audience, defining the target audience for a blog can be challenging. You want an audience that is large enough to justify the time you'll be investing but narrow enough that you can provide a clear focus. For instance, if you work for a firm that develops computer games, would you focus your blog on "hardcore" players, the types who spend thousands of dollars on super-fast PCs optimized for video games, or would you broaden the reach to include all video gamers? The decision often comes down to business strategy. -Purpose-A business blog needs to have a business-related purpose that is important to your company and to your chosen audience. Moreover, the purpose has to "have legs"—that is, it needs to be something that can drive the blog's content for months or years—rather than focus on a single event or an issue of only temporary interest. For instance, if you're a technical expert, you might create a blog to give the audience tips and techniques for using your company's products more effectively—a never-ending subject that's important to both you and your audience. This would be the general purpose of your blog; each post would have a specific purpose within the context of that general purpose. Finally, if you aren't writing an official company blog but rather blogging as an individual employee, make sure you understand your employer's blogging guidelines. IBM, for example, gives its employees 12 specific social computing guidelines, such as identifying their role as IBM employees if they're discussing matters related to the company and respecting intellectual property laws. -Scope-Defining the scope of your blog can be a bit tricky. You want to cover a subject area that is broad enough to offer ongoing discussion possibilities but narrow enough to have an identifiable focus. With a clear purpose in mind, you'll have a better idea of how wide or narrow your subject can be. •Writing Blog Posts •Completing Blog Posts -Before you launch a blog, make sure you have a clear understanding of your target audience, the purpose of your blog, and the scope of subjects you plan to cover. -Content curation is a natural way to expand the content you can offer on your blog. -Blog posts that offer immediately helpful, easy-to-consume information tend to be the most popular. -As with all social media headlines, titles for blog posts need to grab the reader's attention in a split second with promises of useful information. -After you begin writing, still plan carefully. Unless you're posting to a restricted-access blog, such as an internal blog on a company's intranet. -The ideal writing style for blog posts is personal and comfortable—but not careless. Successful blog content: -must be interesting -valuable to readers -brief as possible Expectations: -expected to be knowledgeable -If you don't know everything, provide links supplying relevant content -content curation is helpful Headlines: -attention grabbing -direct/clear -short as possible -present content as easy to read & use -"List" headlines are popular Message completion: -usually easy -evaluate the content and readability of your message, proofread, make corrections, & post it -Most blogging systems have built-in newsfeed options (often called RSS newsfeeds) and audiences can automatically receive new posts from you. Finally: -make your material easier to find by tagging it with descriptive words -audiences then select these "content labels" to find additional posts about those topics -Tags are usually displayed with each post & can also be grouped in a tag cloud display, which shows all the tags in use on your blog.

Respecting Preferences for Communication Style Figure 3.4b

The salutation should use a colon, not a comma. The language is still too informal in the opening paragraph. Overseas avoids the negative connotations of "foreign." Idiomatic phrases such as "come into play" and "minimize the downsides" are vulnerable to mistranslation. The vaguely accusatory tone of this paragraph assumes that problems will occur, which is likely to offend the reader, "Mitigating" can be replaced by a more common word. The request now has a helpful timeline, but the phrasing is still somewhat demanding. The closing is still too informal.

Technologies for Collaborative Communication

•Collaboration Systems-often take advantage of cloud computing, a somewhat vague term that refers to on-demand capabilities delivered over the Internet, rather than through conventional on-site software. -Content Management Systems-These tools range from simple blogging systems to more extensive enterprise systems that manage web content across an entire corporation. Many systems include workflow features that control how pages or documents can be created, edited, and published. -Wikis-from the Hawaiian word for quick. Public wikis (Wikipedia is the best known) allow any registered user to edit pages; private wikis are accessible only with permission. A key benefit of wikis is the freedom to post new or revised material without prior approval. -Shared Online Workspaces- may see some of these workspaces referred to as intranets (restricted-access websites that are open to employees only) or extranets (restricted sites that are available to employees and to outside parties by invitation only). Many intranets have now evolved into social networking systems that include a variety of communication and collaboration tools, from microblogging to video clip libraries. For example, the performance troupe Blue Man Group uses a social intranet to help its 500 employees plan, stage, and promote shows all over the world. -Social Network- Some companies use them to form virtual communities or communities of practice that link employees with similar professional interests throughout the company and sometimes with customers and suppliers as well. Such communities are similar to teams in many respects, but one major difference is in the responsibility for accumulating organizational knowledge over the long term, beyond the duration of any specific project. For example, the pharmaceutical company Pfizer has a number of permanent product-safety communities that provide specialized advice on drug safety issues to researchers throughout the organization. Can also help a company maintain a sense of community even as it grows beyond the size that normally permits extensive daily interaction. Example: To encourage the sense of community among its expanding workforce, Zappos uses social networking tools to track employee connections and encourage workers to reach out and build relationships. A supportive work environment is a top priority of Zappos. -Workgroup Messaging Systems -Private Networks •Collaboration via Mobile Devices- Another layer of options for collaborative writing and other communication projects, particularly when used with cloud computing. Today's mobile systems can do virtually everything that fixed-web collaboration systems can do, from writing on virtual whiteboards to sharing photos, videos, and other multimedia files. Let's workers participate in online brainstorming sessions, seminars, and other formal or informal events from wherever they happen to be at the time. Helpful during the review and production stages of major projects, when deadlines are looming and decisions and revisions need to be made quickly. Unified Communication is a part of this. By minimizing or eliminating the need to manage multiple communication systems and devices, unified communication promises to improve response times, productivity, and collaboration efforts. •A I-Enabled Collaboration •The simplest tools are software features such as commenting (which lets colleagues write comments in a document without modifying the document text) and tracking changes (which lets one or more writers propose changes to the text while keeping everyone's edits separate and reversible). The widely used Adobe Acrobat digital document system (PDFs) also has group review and commenting features, including the option for live collaboration. groupware or collaboration platforms- A set of broader technologies. Let people communicate, share files, review previous message threads, work on documents simultaneously, and connect using social networking tools. Also help companies capture and share knowledge from multiple experts, bringing greater insights to bear on tough challenges. Simple Software Tools: The simplest tools are software features such as commenting (which lets colleagues write comments in a document without modifying the document text) and tracking changes (which lets one or more writers propose changes to the text while keeping everyone's edits separate and reversible). The widely used Adobe Acrobat digital document system (PDFs) also has group review and commenting features, including the option for live collaboration. Content Management Systems: Writing for websites often involves the use of a content management system, which organizes and controls website content and can include features that help team members work together on webpages and other documents. Shared Online Workspaces: are online "virtual offices" that give everyone on a team access to the same set of resources and information. You may see some of these workspaces referred to as intranets (restricted-access websites that are open to employees only) or extranets (restricted sites that are available to employees and to outside parties by invitation only). Social Network and Virtual Communities: Social networking technologies are redefining teamwork and team communication by helping erase the constraints of geographic and organization boundaries. Some companies use social networks to form virtual communities or communities of practice that link employees with similar professional interests throughout the company and sometimes with customers and suppliers as well. Collaboration via Mobile Devices: Collaboration apps for mobile devices support nearly all the features of computer-based platforms.

Preparing for Meetings

•Define the Meeting's Purpose- Meetings can focus on exchanging information, reaching decisions, or collaborating to solve problems or identify opportunities. Whatever your purpose, define the best possible result of the meeting (such as "we carefully evaluated all three product ideas and decided which one to invest in"). Use this hoped-for result to shape the direction and content of the meeting. •Select Participants- The rule here is simple: Invite everyone who really needs to be involved, and don't invite anyone who doesn't. For decision-making meetings, for example, invite only those people who are in a direct position to help the meeting reach its objective. The more people you have, the longer it'll take to reach consensus. Meetings with more than 10 or 12 people can become unmanageable if everyone is expected to participate in the discussion and decision making. •Choose Time and Venue- Online meetings are often the best way—and sometimes the only way—to connect people in multiple locations or to reach large audiences. For in-person meetings, review the facility and the seating arrangements. Is theater-style seating suitable, or do you need a conference table or some other layout? Pay attention to room temperature, lighting, ventilation, acoustics, and refreshments; these details can make or break a meeting. If you have control over the timing, morning meetings are often more productive because people are generally more alert and not yet engaged with the work of the day. •Set the Agenda- The success of a meeting depends on the preparation of the participants. Distribute a carefully written agenda to participants, giving them enough time to prepare as needed. A productive agenda answers three key questions: (1) What do we need to do in this meeting to accomplish our goals? (2) What issues are of greatest importance to all participants? (3) What information must be available in order to discuss these issues? The first step in preparing for a meeting is to make sure the meeting is really necessary. Meetings can consume hundreds or thousands of dollars of productive time while taking people away from other work, so don't hold a meeting if some other form of communication (such as a blog post) can serve the purpose as effectively. ●● Define your purpose. Meetings can focus on exchanging information, reaching decisions, or collaborating to solve problems or identify opportunities. Whatever your purpose, define the best possible result of the meeting (such as "we carefully evaluated all three product ideas and decided which one to invest in"). Use this hoped-for result to shape the direction and content of the meeting. ●● Select participants for the meeting. The rule here is simple: Invite everyone who really needs to be involved, and don't invite anyone who doesn't. For decision-making meetings, for example, invite only those people who are in a direct position to help the meeting reach its objective. The more people you have, the longer it will take to reach consensus. Meetings with more than 10 or 12 people can become unmanageable if everyone is expected to participate in the discussion and decision making. ●● Choose the venue and the time. Online meetings (see page 50) are often the best way—and sometimes the only way—to connect people in multiple locations or to reach large audiences. For in-person meetings, review the facility and the seating arrangements. Is theater-style seating suitable, or do you need a conference table or some other layout? Pay attention to room temperature, lighting, ventilation, acoustics, and refreshments; these details can make or break a meeting. If you have control over the timing, morning meetings are often more productive because people are generally more alert and not yet engaged with the work of the day. ●● Set the agenda. The success of a meeting depends on the preparation of the participants. Distribute a carefully written agenda to participants, giving them enough time to prepare as needed (see Figure 2.4 on the next page). A productive agenda answers three key questions: (1) What do we need to do in this meeting to accomplish our goals? (2) What issues are of greatest importance to all participants? (3) What information must be available in order to discuss these issues?

Figure 16.5 (1 of 2)

(1 of 2) -A clear statement of purpose helps the presenter stay focused on her message while she develops her outline. -The organization of the body is clear and logical, moving from one key point to the next. -The introduction starts by highlighting the problem she will address. -The introduction continues with a description of the investigation she under-took; this will enhance her credibility by showing that the research was thorough and objective. -Part I of the body identifies the nature, scope, and causes of the problem.

Table 15.1 Content Elements to Consider for Reports and Proposals (1 of 9)

(1 of 9)

Table 12.1 (2 of 3)

(2 of 3)

Analyzing a formal report (8 of 14)

-A bulleted list makes it easy for readers to identify and distinguish related points. -Informative headings focus reader attention on the main points. Such headings are appropriate when a report uses the direct approach and is intended for a receptive audience. However, descriptive headings are more effective when a report uses the indirect approach and readers are less receptive. -Moreno designed her report to include plenty of white space so even those pages that lack visuals are still attractive and easy to read. (8 of 14)

Establishing Your Credibility

-Audience responses to your messages depend heavily on your credibility, a measure of your believability based on how reliable you are and how much trust you evoke in others. With audiences who don't know you and trust you already, you need to establish credibility before they'll accept your messages (see Figure 5.2). On the other hand, when you do establish credibility, communication becomes much easier because you no longer have to spend time and energy convincing people that you are a trustworthy source of information and ideas. To build, maintain, or repair your credibility, emphasize the following characteristics: -Honesty. Demonstrating honesty and integrity will earn you the respect of your audiences, even if they don't always agree with or welcome your messages. -Objectivity. Show that you can distance yourself from emotional situations and look at all sides of an issue. -Awareness of audience needs. Let your audience members know, directly or indirectly, that you understand what's important to them. -Credentials, knowledge, and expertise. Audiences need to know that you have whatever it takes to back up your message, whether it's education, professional certification, special training, past successes, or simply the fact that you've done your research. -Endorsements. An endorsement is a statement on your behalf by someone who is accepted by your audience as an expert. -Performance. Demonstrating impressive communication skills is not enough; people need to know they can count on you to get the job done. -Sincerity. When you offer praise, don't use hyperbole, such as "you are the most fantastic employee I could ever imagine." Instead, point out specific qualities that warrant praise. -In addition, audiences need to know that you believe in yourself and your message. If you lack faith in yourself, you're likely to communicate an uncertain attitude that undermines your credibility. In contrast, if you are convinced that your message is sound, you can state your case with authority. Look out for phrases containing words such as hope and trust, which can drain the audience's confidence in your message. -Finally, keep in mind that credibility can take a long time to establish—and it can be wiped out in an instant. An occasional mistake or letdown is usually forgiven, but major lapses in honesty or integrity can destroy your reputation. Info on Figure 5.2: -Photography plays an important role because clients are essentially "buying" Fraley when they buy his services. These images show him to be friendly, engaging and confident. -The first paragraph summarizes his business background, which sends a strong message that he has the experience to back up the advice he gives. -Describing some of his career accomplishments provides persuasive support to his high-level message of being an innovator himself--not just somebody who knows how to talk about innovation. -Listing publications that have quoted him adds to his credibility as a respected expert in the field.

Producing Your Message & Designing for Readability figure 6.3

-L O 6.4 List four principles of effective design, and explain the role of major design elements in document readability. -Now it's time to put your hard work on display. The production quality of your message—the total effect of page or screen design, graphical elements, typography, and so on—plays an important role in its effectiveness. A polished, inviting design not only makes your material easier to read but also conveys a sense of professionalism and importance. -The quality of your document design, both on paper and on screen, affects readability and audience perceptions. Good design enhances the readability of your material. Effective design helps you establish the tone of your document and helps guide your readers through your message (see Figure 6.3). To achieve an effective design, pay careful attention to the following design elements: -Consistency. Throughout each message, be consistent in your use of margins, typeface, type size, and space. Also be consistent when using recurring design elements, such as vertical lines, columns, and borders. In many cases you'll want to be consistent from message to message as well; that way, audiences who receive multiple messages from you recognize your documents and know what to expect. -Balance. Is an important but subjective issue. One document may have a formal, rigid design in which the various elements are placed in a grid pattern, whereas another may have a less formal design in which elements flow more freely across the page—and both could be in balance. Like the tone of your language, visual balance can be too formal, just right, or too informal for a given message. -Restraint. Strive for simplicity in design. Don't clutter your message with too many design elements, too many typeface treatments, too many colors, or too many decorative touches. Let "simpler" and "fewer" be your guiding concepts. -Detail. Pay attention to details that affect your design and thus your message. For instance, extremely wide columns of text can be difficult to read; in many cases a better solution is to split the text into two narrower columns. -Even without special training in graphic design, you can make your print and digital messages more effective by understanding the use of white space, margins and line justification, typefaces, and type styles. Design affects readability: -Design elements can act as a barrier to communication. -Visual design sends a nonverbal message to your readers. Fig 6.3 info: -The layout is statically balanced, with equal visual weight on either side of the vertical centerline. -The picture of the anvil (a device used by blacksmiths to shape pieces of iron) plays off the company name and provides visual interest without overwhelming the page. -These three concise labels are the sub-headings" of the website, directing readers to each of the major sections of content. -These introductory paragraphs offer succinct summaries of the three content areas. The centered paragraphs promote the look of calm balance, and in these small sections of centered text is easy to read. -When a reader clicks on any of the three sections above, this area presents the next level of detail. -Readers can "drill down" through the layers of information without getting overwhelmed by large amounts of text or distracting visual elements.

Focusing on Conclusions & Focusing on Recommendations

Addressing a receptive audience: -Direct approach -Communicates the main idea quickly -This structure communicates the main idea quickly, but it presents some risks. Even if audiences trust your judgment, they may have questions about your data or the methods you used. Moreover, starting with a conclusion may create the impression that you have oversimplified the situation. You're generally better off taking this direct approach in a report only when your credibility is high—when your readers trust you and are willing to accept your conclusions. -Focusing on conclusions is often the best approach when you're addressing a receptive audience. -A slightly different approach is useful when your readers want to know what they ought to do in a given situation (as opposed to what they ought to conclude). You'll often be asked to solve a problem or assess an opportunity rather than just study it. The actions you want your readers to take become the main subdivisions of your report. When structuring a report around recommendations, use the direct approach as you would for a report that focuses on conclusions. Then unfold your recommendations using a series of five steps: 1. Establish or verify the need for action in the introduction by briefly describing the problem or opportunity 2. Introduce the benefit that can be achieved, without providing any details 3. List the steps (recommendations) required to achieve the benefit, using action verbs for emphasis 4. Explain each step more fully, giving details on procedures, costs, and benefits 5. Summarize your recommendations -If your recommendation carries any risks, be sure to clearly address them. Doing so not only makes your report more ethical but also offers you some protection. Summary of the 5 Steps: -Establish or verify the need for action in the introduction by briefly describing the problem or opportunity -Introduce the benefit that can be achieved, without providing any details -List the steps (recommendations) required to achieve the benefit, using action verbs for emphasis -Explain each step more fully, giving details on procedures, costs, and benefits -Summarize your recommendations

Leading and Contributing to Efficient Meetings

Keep the Discussion on Track-A good meeting draws out the best ideas and information the group has to offer. Good leaders occasionally need to guide, mediate, probe, stimulate, summarize, and redirect discussions that have gotten off track. Follow Agreed-on Rules-The larger the meeting, the more formal you need to be to maintain order. Formal meetings use parliamentary procedure, a time-tested method for planning and running effective meetings. The best-known guide to this procedure is Robert's Rules of Order. Encourage and Moderate Participation-You may discover that some participants are too quiet and others are too talkative. Draw out nonparticipants by asking for their input. For the overly talkative, you can say that time is limited and others need to be heard. Participate Actively-Make a point to contribute to the progress of the meeting and the smooth interaction of participants. Use your listening skills and powers of observation to size up the interpersonal dynamics of the group, then adapt your behavior to help the group achieve its goals. Speak up if you have something useful to say, but don't talk or ask questions just to demonstrate how much you know about the subject at hand. Don't Interrupt Use Mobile Devices Respectfully-Tweeting key points from a convention speech or using your phone or tablet to jot down essential ideas and follow-up questions can be productive and respectful ways to use a device during a meeting. Checking Facebook or working on unrelated tasks is not. If you intend to use your device to take notes during a meeting, consider letting the meeting leader know that's what you're doing. Close Effectively-At the conclusion of the meeting, verify that the objectives have been met or arrange for follow-up work, if needed. Summarize the general conclusion of the discussion and any actions that need to be taken. Make sure all participants have a chance to clear up any misunderstandings.

Business Etiquette in the Workplace

Workplace etiquette includes a variety of behaviors, habits, and aspects of nonverbal communication. •Respect other people's time-such as showing up for work and meetings on time. •Don't interrupt-people in conversations or in meetings. •Use professional language-Watch your language. You might be comfortable with profanity in casual conversation, but it is out of place in a professional environment. •Pay attention to cleanliness-Avoid using products with powerful scents. Many people are bothered by these products, and some are allergic to them. •Avoid eating at your desk-desk if possible, particularly in open-plan offices. Some foods have strong smells, and no one wants to listen to you eat. •Keep the noise level down-This is a huge concern in open-plan workspaces, where people are separated only by short cubicle walls and sometimes not even that. Keep your voice down, avoid having meetings in your cubicle, and don't play music at a level that disrupts others. (Remember that you can bother others even if you're wearing earbuds or headphones.) •Respect other people's personal space-Knock before entering offices, and don't enter someone's cubicle without being invited. •Don't gossip-Not only is gossip a waste of time, it's often disrespectful to others. •Don't come to work when sick •Avoid discussing potentially emotional issues-In general, avoid discussing religion, politics, or other potentially emotional issues, unless your company encourages such discussions.

Putting Meeting Results to Productive Use

•Minutes -Summary of important information presented and decisions made -Include responsibilities as assigned Aspects of the minutes: One person is usually assigned to keep notes as the meeting progresses and then shares them afterward. Specific format isn't important. What's important-Responsibilities assigned during the meeting. Typical Elements- A list of those present & invited but absent. Time meeting started & ended. All major decisions reached. All tasks assigned to meeting participants. All subjects that were deferred to a later meeting. Objective summary of important discussions. Names of those who contributed major points. Any handouts, slides, or supporting documents can be attached to the minutes when they are distributed.

Types of teams

A team is a unit of two or more people who share a mission and the responsibility for working to achieve a common goal. Team members have a shared mission and are collectively responsible for their work.

Distinguishing Ethical Dilemmas from Ethical Lapses

An ethical dilemma involves choosing among alternatives that aren't clear-cut. Perhaps two conflicting alternatives are both ethical and valid, or perhaps the alternatives lie somewhere in the gray area between clearly right and clearly wrong. Every company has responsibilities to multiple groups of people inside and outside the firm, and those groups often have competing interests. For instance, employees naturally want higher wages and more benefits, but investors who have risked their money in the company want management to keep costs low so that profits are strong enough to drive up the stock price. Both sides have a valid ethical position. In contrast, an ethical lapse is a clearly unethical choice. With both internal and external communication efforts, the pressure to produce results or justify decisions can make unethical communication a tempting choice. Telling a potential customer you can complete a project by a certain date when you know you can't is simply dishonest, even if you need the contract to save your career or your company. There is no ethical dilemma here. Compare the messages in Figures 1.11 and 1.12 for examples of how business messages can be unethically manipulated.

Professional Attire

Business Formal-This means tailored suits in conservative colors, with shoes, accessories, and grooming to match. This style is usually restricted only to the most formal occasions or among top-level executives and high-profile professionals. Business Professional-This style is still based around suits or coordinated sets of jackets with skirts or trousers, but the overall vibe is slightly freer—and less expensive. Business Casual-This is the style adopted in more relaxed offices in a variety of industries and professions. In general, it means slacks or skirts, with nice-looking button up shirts, blouses, and sweaters. Casual-This category is perhaps the most difficult to pin down. In one company it might mean nice jeans and a button-up shirt, but in another it might be shorts, sandals, and tank tops. •1 Smooth and Finished: Choose well-tailored clothing that fits well; it doesn't have to be expensive, but it does have to fit and be appropriate for business. Keep buttons, zippers, and hemlines in good repair. Select shoes that are comfortable enough for long days but neither too casual nor too dressy for the office; keep shoes clean and in good condition. Make sure the fabrics you wear are clean, are carefully pressed, and do not wrinkle easily. Choose colors that flatter your height, weight, skin tone, and style; sales advisors in good clothing stores can help you choose. •2 Elegant and Refined: Choose form-fitting (but not skin-tight) clothing—not swinging or flowing fabrics, frills, or fussy trimmings. Choose muted tones and soft colors or classics, such as a dark blue suit or a basic black dress. If possible, select a few classic pieces of jewelry (such as a string of pearls or diamond cuff links) for formal occasions. Wear jackets that complement an outfit and lend an air of formality to your appearance. Avoid jackets with more than two tones; one color should dominate. •3 Crisp and Starched: Wear blouses or shirts that are or appear starched. Choose closed top-button shirts or button-down shirt collars, higher-neckline blouses, or long sleeves with French cuffs and cuff links. Wear creased trousers or skirts with a lower hemline •4 Up-to-the-Minute Trendy: Supplement your foundation with pieces that reflect the latest styles. •Add a few pieces in bold colors but wear them sparingly to avoid a garish appearance. Embellish your look with the latest jewelry and hairstyles but keep the overall effect looking professional.

Ethical Communication

Ethics are the accepted principles of right and wrong that govern behavior and decision making within a society. •Includes all relevant information •Is true in every sense •Is not deceptive in any way Transparency gives audience members access to all the information they need to process messages accurately. The widespread adoption of social media has increased the attention given to the issue of transparency, which in this context refers to a sense of openness, of giving all participants in a conversation access to the information they need to accurately process the messages they are receiving. In addition to the information itself, audiences deserve to know when they are being marketed to and who is behind the messages they read or hear. For example, with stealth marketing, companies recruit people to promote products to friends and other contacts in exchange for free samples or other rewards, without requiring them to disclose the true nature of the communication. This can range from paying consumers to give product samples as "gifts" to paying popular Vine contributors to work products and brand names into the segments they post on the popular video sharing service. Critics of stealth marketing, including the U.S. Federal Trade Commission (FTC), assert that such techniques are deceptive because they don't give targets the opportunity to raise their instinctive defenses against the persuasive powers of marketing messages.

Figure 2.5 Effective Meeting Agenda

Figure Caption: Agenda formats vary widely depending on the complexity of the meeting and the presentation technologies that will be used. One good approach is to first distribute a detailed planning agenda so that presenters know what they need in order to prepare, then create a simpler display agenda such as this PowerPoint slide to guide the progress of the meeting. Note how the agenda includes the time limit for each topic. Long description: The figure lists the following: Merger Issues Brainstorming Session Location: Building C, Saratoga room Date: August 8 Time: 9:00 to 12:00 Facilitator: Irene Belden Objectives • Identify/confirm all major issues and problems in each functional area • Identify any cross-functional issues • Give functional managers information they need to formulate action plans Prestudy: Please download and read Merger Brainstorming Session Prestudy.docx Agenda items Time slot: 9:00 to 9:15; Topic: Introductions: Please be prepared to briefly describe your role on the transition team. Discussion leader: Irene Belden Time slot: 9:15 to 10:00; Topic: General transition costs: Key items identified so far are severance packages, infrastructure investments, and service contracts. Discussion leader: Kip Selbach Time slot: 10:00 to 10:15; Topic: Break Time slot: 10:15 to 11:00; Topic: Information systems: Key issues are migration to cloud computing and choice of internal communication platform. Discussion leader: Summer Bowman Time slot: 11:00 to 11:45; Topic: Marketing and sales: Key issues are brand integration, sales force realignment, and quota and commission questions. Discussion leader: Ed Delahanty Time slot: 11:45 to 12:00; Topic: Wrap up: Last call for questions and concerns; we want to make sure functional managers go away with every significant issue in hand so they can develop concrete action plans. Discussion leader: Irene Belden Please send any questions to [email protected]

Business Etiquette in Social Situations

Get to know the customs of other cultures when it comes to meeting new people. For example, in North America, a firm handshake is expected when two people meet, whereas a respectful bow of the head is more appropriate in Japan. If you are expected to shake hands, be aware that the passive "dead fish" handshake creates an extremely negative impression for many people. If you are physically able, always stand when shaking someone's hand. Generally speaking, the lower-ranking person is introduced to the senior-ranking person, without regard to gender. Start by choosing foods that are easy to eat. Avoid alcoholic beverages in most instances, but if drinking one is appropriate, save it for the end of the meal. Leave business documents under your chair until entrée plates have been removed; the business aspect of the meal doesn't usually begin until then. Don't discuss politics, religion, or any other topic likely to stir up emotions. Don't complain about work, don't ask deeply personal questions, avoid profanity, and be careful with humor—a joke that entertains some people could easily offend others. Etiquette is particularly important when you represent your company in public.

Figure 2.7 Effective Meeting Minutes

Meeting minutes should record all the information that participants may need to refer to later. Depending on the circumstances, you might want to include information that anyone who wasn't able to attend can review to get a summary of key discussion and decision points. Long description: The figure shows the following: Employee Onboarding Update March 16 2:00 p.m. to 3:00 p.m. Meeting called by: Alex Gardner Type of meeting: Status update Facilitator: Jessica Knowdell Note taker: Frank Isbell Attendees: Alex Gardner, Frank Isbell, Jessica Knowdell, Steve Ladew, Ally Lawson, Bill Swarback, Jessie Tannehill, Toni Von Fricken, Dale Williams Minutes Agenda item: New orientation presentation Presenter: Toni Von Fricken Discussion: Toni reports that the new slide presentation is complete and will be test-run with a group of volunteers from HR on March 30. Steve offered to convert the slides to a video and post on the intranet. Action items: Test-run new orientation presentation; fine-tune as needed. Person responsible: Toni VF; Deadline: April 2 Action items: Convert finished slides to video and post on employee intranet; Person responsible: Steve L; Deadline: April 10 Agenda item: Update employee handbook and improve access Presenter: Jessica Knowdell Discussion: Team reached agreement that a wiki is the best platform for hosting the handbook. We decided on a three-level access plan: Level 1: Access open to all HR employees, but new posts and edits must be approved by division HR directors to ensure compliance (for all policy-related documents and regulatory forms) Level 2: Access open to all HR employees, with immediate posting and editing allowed (for all non-policy documents, HR event updates, wellness bulletins, and similar items) Level 3: Access open to all employees, with immediate posting and editing allowed (for all employee social clubs, charity events, and similar items) Action items: Discuss wiki plan with intranet platform vendor; Person responsible: Jessica K; Deadline: April 5 Action items: Vendor to design access controls; Person responsible: Jessica K (vendor contact); Deadline: April 20 Action items: Announce new wiki to employee base; Person responsible: Dale W, Jessica K; Deadline: May 1 Agenda item: Brainstorm ideas for mentor matching program Presenter: Ally Lawson Discussion: Ally presented research on mentoring programs, including best practices and pitfalls. Alex will bring up issue of volunteer vs. mandatory mentoring at May executive council. The text in the footer reads: Meeting minutes, March 16, Employee Onboarding Update

Elements of Professionalism

See Figure 1.3 - Elements of Professionalism. Pros strive to excel, and excelling at every level is how you build a great career. Pros keep their promises, meet their commitments, learn from their mistakes, and take responsibility for their errors. Pros know how to contribute to a larger cause and make others around them better. Good business etiquette is a sign of respect for those around you; respecting others is not only good—it's good for your career. Communication is the single most important business skill you can develop. Responsible pros work to avoid ethical lapses and weigh their options carefully when facing ethical dilemmas. Long description: The details of the 6 elements depicted in the chart are as follows: •Be the best: Pros strive to excel, and excelling at every level is how you build a great career. •Be dependable: Pros keep their promises, meet their commitments, learn from their mistakes, and take responsibility for their errors. •Be a team player: Pros know how to contribute to a larger cause and make others around them better. •Be respectful: Good business etiquette is a sign of respect for those around you; respecting others is not only good - it's good for your career. •Be positive: You owe it to yourself, your colleagues, and your company to maintain a positive outlook, even when the going gets tough. •Be ethical: Responsible pros work to avoid ethical lapses and weigh their options carefully when facing ethical dilemmas.

Stages of team development

Teams typically evolve through several phases on their way to becoming productive. Figure 2.1 shows the popular model proposed by Dr. Bruce Tuckman, which identifies four or five phases a new team goes through as it evolves: •Forming. The group comes together, and various members begin to establish themselves in specific roles. In some cases, one person is given the formal role of team leader, but in others an informal leader may emerge as the members establish their roles. •Storming. As team members begin to discuss their positions and become more assertive in establishing their roles, disagreements and uncertainties may arise. Much of the conflict may be constructive as team members share ideas for meeting the team's goals. •Norming. As conflicts are resolved, the team begins to take on a cohesive personality with clear behavioral norms, such as expectations of civil behavior and mutual dependability. •Performing. With a cohesive, distinct personality and norms to guide behavior, the group is ready to perform its task. •Adjourning. When temporary teams accomplish their goal, the fifth and final step is to adjourn, or disband, the team. This phase may involve some post-project analysis in which members assess how well the team performed and compile advice for future teams. Long Description: The details of the five phases listed in the chart are as follows: Forming: • Team comes together • Members begin to establish themselves in specific roles • If team goal isn't already defined, team works to define Storming: • Conflict can emerge • Disagreements and uncertainties natural in this phase • Constructive conflict can help, but destructive conflict should be addressed Norming: • Behavioral norms become clear • Expectations for individual performance and group interaction emerge • Group begins to enforce those norms Performing: • Team begins to work productively • Work can be done individually or collaboratively • If conflict emerges, team may spend some time storming and re-norming Adjourning: • Temporary teams disband at this point • Team may engage in a post-project analysis of success or failure • Team may record discoveries and advice for future teams.

Figure 1.6 How Shared Experience Affects Understanding

The more two people or two groups of people share experiences—personal, professional, and cultural—the more likely it is that receivers will extract the intended meanings senders encode into the messages. -Long description: The details of the three types of shared experience depicted with Venn diagrams are as follows: 1.Little shared experience: Meanings dissimilar; misunderstanding •The corresponding Venn diagram of two sets shows a small intersection. 2. Average amount of shared experience: Meanings similar; average degree of understanding •The corresponding Venn diagram of two sets shows a larger intersection. 3. Large amount of shared experience: Meanings very similar; high degree of understanding •The corresponding diagram shows two sets overlapping almost completely.

Three Styles of Listening

The primary goal of content listening is to understand and retain the information in the speaker's message. Because you're not evaluating the information at this point, it doesn't matter whether you agree or disagree, approve or disapprove—only that you understand. Try to overlook the speaker's style and any limitations in the presentation; just focus on the information. The goal of critical listening is to understand and evaluate the meaning of the speaker's message on several levels: the logic of the argument, the strength of the evidence, the validity of the conclusions, the implications of the message, the speaker's intentions and motives, and the omission of any important or relevant points. If you're skeptical, ask questions to explore the speaker's point of view and credibility. Be on the lookout for bias that could color the way the information is presented, and be careful to separate opinions from facts. The goal of empathic listening is to understand the speaker's feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening with empathy, you help the individual vent the emotions that prevent a calm, clear-headed approach to the subject. No matter what mode they are using at any given time, effective listeners try to engage in active listening, making a conscious effort to turn off their own filters and biases to truly hear and understand what the other party is saying. They ask questions to verify key points and encourage the speaker through positive body language.

Figure 1.1 Sharing Information

These 3 exchanges between a software project manager (left) and his boss (right) illustrate the variety of ways in which info is shared between senders and receivers. In the top exchange, the sender's meaning is transmitted intact to the receiver, who accepts what the sender says at face value. In the middle exchange, the sender and receiver negotiate the meaning by discussing the situation. The negotiated meaning is that everything is fine so far, but the risk of a schedule slip is now higher than it was before. In the bottom exchange, the receiver has a negative emotional reaction to the word think and as a result creates her own meaning—that everything probably is not fine, despite what the sender says. -Long description: The details of the three exchanges are as follows: •In the 1st exchange, the software project manager says, "The new app is on schedule." The sender's meaning is transmitted to the boss whose thought bubble reads "Great! It's on schedule, and I don't need to worry." •In the 2nd exchange, the project manager says, "Everything is fine" to which the boss replies, "Are you worried about anything?" Then the project manager says, "Well, two designers quit, but I'm trying to replace them." In response, the boss says, "So you are still on schedule, but now there is some risk of a slip." As a result, the sender and receiver negotiate the meaning. •In the 3rd exchange, the project manager says, "I think everything is fine." The sender's meaning is recreated by the boss whose thought bubble reads "Uh oh. He doesn't sound confident or in control of the project."

Guidelines for Collaborative Writing

team members differ in writing styles, work habits, and personality traits. However you structure a project, follow these tips: •Goals are clear and agreed on •Determine how work will be done-Map out how the work will be done, including who will take the lead on each task and which systems and tools will be used. •Take advantage of each person's strengths-Structure the assignments so that each person can lend his or her greatest strengths to the effort. •Establish clear and frequent checkpoints- so the team can verify that each task is coming along as expected and adjust plans if needed. •Appreciate different writing styles-If something works, support it, even if it's not the way you would say it. •Select collaborators carefully. Whenever possible, choose a combination of people who together have the experience, information, and talent needed for each project. •Agree on project goals before you start. Starting without a clear idea of what the team hopes to accomplish inevitably leads to frustration and wasted time. •Give your team time to bond before diving in. If people haven't had the opportunity to work together before, make sure they can get to know each other before being asked to collaborate. •Clarify individual responsibilities. Because members will be depending on each other, make sure individual responsibilities are clear. •Establish clear processes. Make sure everyone knows how the work will be managed from start to finish. •Avoid composing as a group. The actual composition is the only part of collaborative communication that does not usually benefit from group participation. Brainstorming the wording of short pieces of text such as headlines and slogans can be an effective way to stimulate creative word choices. For longer projects, however, it is usually more efficient to plan, research, and outline together but assign the task of writing to one person or divide larger projects among multiple writers. If you divide the writing, try to have one person do a final revision to ensure a consistent style. •Make sure tools and techniques are ready and compatible across the team. Even minor details such as different versions of software can delay projects. •Check to see how things are going along the way. Don't assume that everything is working just because you don't hear anything negative. Successful collaboration on writing projects requires a number of steps, from selecting the right partners and agreeing on project goals to establishing clear processes and avoiding writing as a group.

Communication is Important to Your Company

•Aside from personal benefits, communication should be important to you because it is important to your company in three essential areas: -Operations: Every company needs fast, effective communication between managers and staff, within departments, between departments, and between the company and its external business partners. -Intelligence: Companies need to keep a constant "ear to the ground" to be alerted to new opportunities, risks, and impending problems, both internally and externally. -Relationships: Just as in personal and social relationships, business relationships depend on communication with all stakeholders. •A stronger sense of trust between individuals and organizations •Closer ties with important communities in the marketplace •Opportunities to influence conversations, perceptions, and trends •Increased productivity and faster problem solving •Better financial results and higher return for investors •Earlier warning of potential problems, from increasing business costs to critical safety issues •Stronger decision making based on timely, reliable information •Clearer and more persuasive marketing messages •Greater employee engagement with their work, leading to higher employee satisfaction and lower employee turnover

Online Etiquette

•Avoid Personal Attacks-The anonymous and instantaneous nature of online communication can cause even level-headed people to strike out in blog postings, social networks, and other media. •Stay Focused on the Original Topic-If you want to change the subject of an email exchange, a forum discussion, or a blog comment thread, start a new message. •Follow Correct Grammar and Spelling-Sending careless, acronym-filled messages that look like you're texting your high school buddies makes you look like an amateur. •Use Virus Protection and Keep it Current-Sending or posting a file that contains a computer virus puts others at risk. •Watch your language and keep emotions under control-A single indiscretion could haunt you forever. •Avoid multitasking while using IM and other tools-You might think you're saving time by doing a dozen things at once, but you're probably making the other person wait while you bounce back and forth between IM and your other tasks. •Don't waste other's time with sloppy or incomplete messages-Doing so is disrespectful. •Never assume privacy-Assume that anything you type will be stored forever, could be forwarded to other people, and might be read by your boss or the company's security staff. •Be careful of online commenting mechanism-For example, many blogs and websites now use your Facebook login to let you comment on articles. If your Facebook profile includes your job title and company name, those could show up along with your comment. •Respect boundaries of time and virtual space-For instance, don't start using an employee's personal Facebook page for business messages unless you've discussed it beforehand, and don't assume people are available to discuss work matters around the clock, even if you do find them online in the middle of the night. •Don't present opinions as facts, and support facts with evidence-This guideline applies to all communication, of course, but online venues in particular seem to tempt people into presenting their beliefs and opinions as unassailable truths. •Use difficult-to-break passwords on email, Twitter, and other accounts-If someone hacks your account, it can create spam headaches—or worse—for your contacts and followers. •Ask if this is a good time for an IM chat-Don't assume that just because a person is showing as "available" on your IM system that he or she wants to chat at this moment. •Don't use "Reply All" in email unless everyone can benefit from your reply-If one or more recipients of an email message don't need the information in your reply, remove their addresses before you send.

Mobile device etiquette

•Avoid obnoxious or inappropriate ringtones •Mute phones during meetings •Don't be loud in open spaces •Don't talk right next to someone else •Limit personal calls while at work •Don't make calls in restrooms or other inappropriate places •Avoid texting when others are with you •Limit voice recognition use if it disrupts others •Selecting obnoxious ringtones, talking loudly in open offices or public places, using your phone right next to someone else, making excessive or unnecessary personal calls during work hours, invading someone's privacy by using your phone's camera without permission, taking or making calls in restrooms and other inappropriate places, texting during a meal or while someone is talking to you, allowing incoming calls to interrupt meetings or discussions. •Virtual assistants, such as the Siri voice recognition system in Apple iPhones, raise another new etiquette dilemma. From doing simple web searches to dictating entire memos, these systems may be convenient for users, but they can create distractions and annoyances for other people. •At one extreme, the venture capitalist Ben Horowitz fines his employees if they even look at a mobile device while an entrepreneur is pitching a business plan because he considers it disrespectful to people making presentations. Make sure you understand the situation in your workplace. Your mobile phone habits send a signal about the degree of respect you have for those around you. Like every other aspect of communication, your mobile device habits say a lot about how much respect you have for the people around you. Selecting obnoxious ringtones, talking loudly in open offices or public places, using your phone right next to someone else, making excessive or unnecessary personal calls during work hours, invading someone's privacy by using your phone's camera without permission, taking or making calls in restrooms and other inappropriate places, texting during a meal or while someone is talking to you, allowing incoming calls to interrupt meetings or discussions—these are all disrespectful choices that reflect negatively on you. In general, older employees, managers, and customers are less tolerant of mobile device use than younger people are, so don't assume that your habits will be universally acceptable. Virtual assistants, such as the Siri voice recognition system in Apple iPhones, raise another new etiquette dilemma. From doing simple web searches to dictating entire memos, these systems may be convenient for users, but they can create distractions and annoyances for other people.

Giving and Responding to Constructive Feedback

•Constructive feedback focusing on process and outcomes of communication. Sometimes called constructive criticism. •Destructive feedback is little more than complaining. For example, "This proposal is a confusing mess, and you failed to convince me of anything" is destructive feedback. The goal is to be more constructive: "Your proposal could be more effective with a clearer description of the manufacturing process and a well-organized explanation of why the positives outweigh the negatives." When giving feedback, avoid personal attacks and give the person clear guidelines for improvement. When you receive constructive feedback, resist the understandable urge to defend your work or deny the validity of the feedback. Collaborative communication often involves giving and receiving feedback about writing efforts. Constructive feedback, sometimes called constructive criticism, focuses on the process and outcomes of communication, not on the people involved. In contrast to constructive feedback, destructive feedback is little more than complaining or bullying. For example, "This proposal is a confusing mess, and you failed to convince me of anything" is destructive feedback. The goal is to be helpful: "Your proposal could be more effective with a clearer description of the manufacturing process and a well-organized explanation of why the positives outweigh the negatives." When giving feedback, avoid personal attacks and give the person clear guidelines for improvement.

Tips for Successful Virtual Meetings

•Establish well-defined task and goal-Make sure the meeting has a well-defined task so that it steadily moves toward a goal and discourages people to fill the time with unrelated tasks. •Provide pre-study materials in addition to agenda-Provide prestudy materials as needed, in addition to the agenda. Let participants know what will be expected of them. •Assign people to specific roles-For large meetings, assign people to specific roles, such as a facilitator who guides the discussion, a technical specialist who can help people if they experience difficulties with their connections without interrupting the meeting, and someone to record the minutes. •Ensure up-to-date software tools-Make sure everyone has up-to-date versions of whatever software tools you plan to use. •Introduce group members-If all the participants don't know each other, the facilitator should perform introductions or ask people in turn to introduce themselves. •Explain how to ask questions-If the system doesn't offer a way for people to virtually "raise their hands" to ask a question, the facilitator should explain how to pose questions. •Log in on time-Meeting systems often announce or signal as each person checks in, and it's highly disruptive when latecomers log in after the meeting has started. •Be present, mentally and emotionally-Staying present shows respect for others, and it could save you from embarrassment if you get called on unexpectedly. •Mute audio input when not speaking-Mute your audio input if you need to cough or otherwise make noise. Most systems have a microphone icon or mute button you can press. •Reduce noise from typing and keyboard use-If you type to take notes, make sure noise from your keyboard won't distract others. If necessary, mute your audio while typing. •Summarize agenda item before moving on-As you work through each agenda item, summarize what has been discussed and ask if anyone has questions or comments. •Periodically check and include each person in the group-As the facilitator, periodically check in with each person, if feasible. For instance, if someone hasn't spoken in a while, you might address a person by name and ask, "Does that work for you?" or "Do you have anything to add?"

Recognizing Nonverbal Communication

•Facial Expression-Your face is the primary vehicle for expressing your emotions; it reveals both the type and the intensity of your feelings. Your eyes are especially effective for indicating attention and interest, influencing others, regulating interaction, and establishing dominance. •Gesture and Posture-The way you position and move your body expresses both specific and general messages, some voluntary and some involuntary. Many gestures—a wave of the hand, for example—have specific and intentional meanings. Other types of body movement are unintentional and express more general messages. Slouching, leaning forward, fidgeting, and walking briskly are all unconscious signals that can reveal whether you feel confident or nervous, friendly or hostile, assertive or passive, powerful or powerless. •Vocal Characteristics-Voice carries both intentional and unintentional messages. A speaker can intentionally control pitch, pace, and stress to convey a specific message. For instance, compare "What are you doing?" and "What are you doing?" Unintentional vocal characteristics can convey happiness, surprise, fear, and other emotions (for example, fear often increases the pitch and pace of your speaking voice). •Personal Appearance-People respond to others on the basis of their physical appearance, sometimes fairly and other times unfairly. Although an individual's body type and facial features impose some limitations on appearance, you can control grooming, clothing, accessories, piercings, tattoos, and hairstyle. To make a good impression, adopt the style of the people you want to impress. Many employers also have guidelines concerning attire, body art, and other issues, so make sure you understand and follow them. •Touch-Touch is an important way to convey warmth, comfort, and reassurance—as well as control. Touch is so powerful, in fact, that it is governed by cultural customs that establish who can touch whom and how in various circumstances. Even within each culture's norms, however, individual attitudes toward touch vary widely. A manager might be comfortable using hugs to express support or congratulations, but his or her subordinates could interpret those hugs as a show of dominance or sexual interest. Touch is a complex subject. The best advice: When in doubt, don't touch. •Time and Space-Like touch, time and space can be used to assert authority, imply intimacy, and send other nonverbal messages. For instance, some people try to demonstrate their own importance or disregard for others by making other people wait; others show respect by being on time. Similarly, taking care not to invade private space, such as standing too close when talking, is a way to show respect for others. Keep in mind that expectations regarding both time and space vary by culture.

Adopting an Audience-Centered Approach

•Focus on the "You" Attitude -Emotional Intelligence-try to project yourself into their position by using common sense and imagination. This ability to relate to the needs of others is a key part of emotional intelligence, a combination of emotional and social skills that is widely considered to be a vital characteristic of successful managers and leaders. -Business Etiquette -What is important to your audience? -Biases -Education, Age, and Status -Style -Personal and Professional Concerns -When executives hire and promote you, they expect your behavior to protect the company's reputation. The more you understand such expectations, the better chance you have of avoiding career-damaging mistakes. -If you're addressing people you don't know and you're unable to find out more about them, try to project yourself into their position by using common sense and imagination. This ability to relate to the needs of others is a key part of emotional intelligence, a combo of emotional and social skills that is widely considered to be a vital characteristic of successful managers and leaders. The more you know about the people you're communicating with, the easier it is to concentrate on their needs—which, in turn, makes it easier for them to hear your message, understand it, and respond positively. A vital element of audience-centered communication is etiquette, the expected norms of behavior in any particular situation. In today's hectic, competitive world, etiquette might seem a quaint and outdated notion. However, the way you conduct yourself and interact with others can have a profound influence on your company's success and your career.

Advantages of teams

•Increased info and knowledge-By pooling the experience of several individuals, a team has access to more info & experience. •Learning opportunities-Teams that bring together people with various work specialties give members the chance to learn from each other. •Boldness-People who might hesitate to take calculated risks on their own can be more willing to make bold moves as part of the team. •Accountability-Participating in teams creates a built-in sense of accountability to others. •Trust building-Working closely in teams helps people develop trust in their colleagues. •Broader range of viewpoints-Diverse teams can bring a variety of perspectives that improve decision making. •Buy-in for solutions the team creates-Those who participate in making a decision are more likely to support it and encourage others to accept it. •Improved performance-Effective teams can be better than top-performing individuals at solving complex problems. •A sense of community in good times and bad-Being on a team helps individuals share in the celebration of successes and provides emotional support during challenging periods. •Increased diversity of views-Team members can bring a variety of perspectives to the decision-making process—as long as these diverse viewpoints are guided by a shared goal. •Increased acceptance of a solution-Those who participate in making a decision are more likely to support it and encourage others to accept it. •Higher performance levels-Working in teams can unleash new levels of creativity and energy in workers who share a sense of purpose and mutual accountability. Effective teams can be better than top-performing individuals at solving complex problems. Effective teams can pool knowledge, take advantage of diverse viewpoints, increase acceptance of solutions the team proposes, and achieve higher performance. When teams are successful, they can improve productivity, creativity, employee involvement, and even job security. Teams are often at the core of participative management, the effort to involve employees in the company's decision making.

The Opportunities in a Global Marketplace

•International communication skills provide -Increased profits -Increased revenue -Increased market share -More valued employees Among the US's top 10 global trading partners, only Canada & Great Britain have English as an official language; Canada also has French as an official language. Thanks to communication and transportation technologies, natural boundaries and national borders are no longer the impassable barriers they once were. Local markets are opening to worldwide competition as businesses of all sizes look for new growth opportunities outside their own countries. Thousands of U.S. businesses depend on exports for significant portions of their revenues. Every year, these companies export hundreds of billions of dollars' worth of materials and merchandise, along with billions more in personal and professional services. If you work in one of these companies, you may well be called on to visit or at least communicate with a wide variety of people who speak languages other than English and who live in cultures quite different from what you're used to. Not surprisingly, effective communication is important to cross-cultural and global business. In a recent survey, nearly 90% of executives said their companies' profits, revenue, and market share would all improve with better international communication skills. In addition, half of these executives said communication or collaboration breakdowns had affected major international business efforts in their companies.

The Art Of Professionalism

•Just as in athletics and other team efforts, being a team player in business is something of a balancing act. You need to pay enough attention to your own efforts and skills to make sure you're pulling your own weight. You need to pay attention to the overall team effort to make sure the team succeeds. Remember that if the team fails, you fail, too. •Great team players know how to make those around them more effective, whether it's by lending a hand during crunch time, sharing resources, removing obstacles, making introductions, or offering expertise. The ability to help others improve their performance is one of the key attributes executives look for when they want to promote people into management. •Showing loyalty to your organization and protecting your employer's reputation—one of the most important assets any company has. Pros don't trash their employers in front of customers or in their personal blogs. When they have a problem, they solve it; they don't share it.

Understanding Why Communication Matters

•L O 1.1 Explain the importance of effective communication to your career and to the companies where you will work. -The internet of things: These "things" range from simple sensors that measure temp, location, and other parameters all the way up to robots and other complex systems. People and animals with Internet-capable sensors (such as implanted chips) or devices also qualify as things in this model. By relying on networked IoT devices for such communication functions as observing, measuring, and reporting, these enhanced systems can supplement or replace communication flows that were previously carried out by human participants. IoT is poised to reshape many business processes on a scale that some experts compare to the Industrial Revolution of the 19th century. It also seems likely to influence business communication as it takes over some routine tasks and brings the power of smart networking and computing to others. Basic communication skills will remain as essential as ever, but don't be surprised if some of the conversations you have in the future aren't with your fellow humans. -Communication is the process of transferring info and meaning between senders and receivers.

Exploring the Communication Process

•L O 1.3 Contrast the conventional communication process model with the social communication model. -Even with the best intentions, communication efforts can fail. Messages can get lost or simply ignored. The receiver of a message can interpret it in ways the sender never imagined. This section explores the communication process in two stages: first by following a message from one sender to one receiver in the basic communication model and then by expanding on that approach with multiple messages and participants in the social communication model.

Committing to Ethical and Legal Communication

•L O 1.5 Define ethics, explain the difference between an ethical dilemma and an ethical lapse, and list five guidelines for making ethical communication choices. •Ethics are subjected to particularly rigorous scrutiny from regulators, legislators, investors, consumer groups, environmental groups, labor organizations, and anyone else affected by business activities. •Transparency- In addition to the info itself, audiences deserve to know when they are being marketed to and who is behind the messages they read or hear. •stealth marketing-companies recruit people to promote products to friends and other contacts in exchange for free samples or other rewards, without requiring them to disclose the true nature of the communication. Example-can range from paying consumers to give product samples as "gifts" to paying popular Vine contributors to work products and brand names into the segments they post on the popular video-sharing service. Critics-stealth marketing, including the U.S. Federal Trade Commission (FTC), assert that such techniques are deceptive because they don't give targets the opportunity to raise their instinctive defenses against the persuasive powers of marketing messages. Thoughts on it-As the LaSalle University communication professor Michael Smith puts it, "The public backlash can be long, deep, and damaging to a company's reputation." Example of an ethical dilemma-For instance, employees naturally want higher wages and more benefits, but investors who have risked their money in the company want management to keep costs low so that profits are strong enough to drive up the stock price. Both sides have a valid ethical position. Ethics are the accepted principles of conduct that govern behavior within a society. Ethical behavior is a companywide concern, but because communication efforts are the public face of a company, they are subjected to particularly rigorous scrutiny from regulators, legislators, investors, consumer groups, environmental groups, labor organizations, and anyone else affected by business activities.

Developing Skills for Your Career

•L O 1.6 Identify six related skills that you will have the opportunity to develop as you work on your communication skills in this course. Today's businesses rely heavily on technology to enhance communication. In fact, many of the technologies you might use in your personal life, from microblogs to video games, are also used in business. Poorly designed or inappropriately used technology can hinder communication more than help. To communicate effectively, learn to keep technology in perspective, guard against information overload and information addiction, use technological tools productively, and frequently disengage from the computer to communicate in person.

Improving Your Listening Skills

•L O 2.4 Explain why listening is such a complex communication process, and describe three steps to becoming a better listener. Your long-term career prospects are closely tied to your ability to listen effectively. In fact, some 80 percent of top executives say listening is the most important skill needed to get things done in the workplace. Companies whose employees and managers listen effectively are able to stay informed, up to date, and out of trouble. Conversely, poor listening skills can cost companies millions of dollars per year as a result of lost opportunities, legal mistakes, and other errors.

Developing Your Business Etiquette

•L O 2.6 Explain the importance of business etiquette, and identify five key areas in which good etiquette is essential. •Etiquette expert Cindy Post Senning points out, "The principles of respect, consideration, and honesty are universal and timeless." •The financial industries tend to be more formal than high-tech firms, for instance, and sales and executive positions usually involve more formal expectations than positions in engineering or manufacturing. Etiquette is an essential element of every aspect of business communication. You can get by in almost every situation by remembering to be aware of your effect on others, treating everyone with respect, and keeping in mind that the impressions you leave behind can have a lasting effect on you and your company.

Understanding the Opportunities and Challenges of Communication in a Diverse World

•L O 3.1 Discuss the opportunities and challenges of intercultural communication. Although the concept is often framed in terms of ethnic background, a broader and more useful definition of diversity includes "all the characteristics and experiences that define each of us as individuals." As one example, the pharmaceutical company Merck identifies 19 separate dimensions of diversity, including race, age, military experience, parenting status, marital status, and thinking style. These characteristics and experiences can have a profound effect on the way businesspeople communicate. Intercultural communication is the process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal and nonverbal signs differently. Every attempt to send and receive messages is influenced by culture, so to communicate successfully, you need a basic understanding of the cultural differences you may encounter and how you should handle them. Your efforts to recognize and bridge cultural differences will open up business opportunities throughout the world and maximize the contributions of all the employees in a diverse workforce.

Effective use of technology part 2

•Mobile communication, particularly text messaging, has put pressure on traditional standards of grammar, punctuation, & writing in general. •Mobile devices can serve as sensory & cognitive extensions. Example, they can help people experience more of their environment (such as augmented reality apps that superimpose info on a live camera view) & have instant access to info without relying on faulty & limited human memory. The addition of location-aware content, such as facility maps & property info, enhances the mobile experience. •Mobile devices create a host of security & privacy concerns for end users & corporate tech managers alike. Companies are wrestling with the "B(Bring) Y(Your) O(Own) D(Device)" phenomenon, in which employees want to be able to access company networks & files with their personal smartphones & tablets, both in the office & away from it. These devices don't always have the rigorous security controls that corporate networks need, however, & users don't always use the devices in secure ways. •Mobile tools can enhance productivity & collaboration by making it easier for employees to stay connected & giving them access to info & work tasks during forced gaps in the workday or while traveling. •Mobile apps can assist in a wide variety of business tasks, from research to presentations. Companies aren't restricted to commercially available apps, either. With digital publishing tools, companies can create custom apps with content & capabilities geared specifically toward their customers or employees. •Mobile connectivity can accelerate decision making & problem solving by putting the right info in the hands of the right people at the right time. For example, if the people in a decision-making meeting need more info, they can do the necessary research on the spot. Mobile communication also makes it easier to quickly tap into pockets of expertise within a company. Customer service can be improved by making sure technicians and other workers always have the info they need right at hand. Companies can also respond and communicate faster during crises. •With interactivity designed to take advantage of the capabilities of mobile devices (including cameras, accelerometers, compasses, and GPS), companies can create more engaging experiences for customers and other users. •Collaboration and problem solving are two key areas where mobile connectivity can boost productivity by enabling real-time interaction and access to vital information. The mobile revolution complicates business communication in some ways, but it can enhance communication in many other ways if done thoughtfully.

Benefits and Challenges of Virtual Teamwork

•Multiple studies show that successful virtual teams can be more effective, more engaged, and more productive than co-located teams. •However -Virtual teams rely on technology -Interpersonal communication is constant challenge -Distance and separation Miss out on random interaction ●Virtual teams rely on technology, so any limitations in the tools (such as a videoconferencing system with poor video or audio connections) will affect team performance. ● Interpersonal communication is a constant challenge in virtual environments. Teams play an important social role in many cases, for instance, and long-distance team members can develop a sense of emotional isolation and the feeling of being "out of the loop." ● Distance and separation can foster an "us versus them" mentality between geographic factions in a team. ● Virtual teams often miss out on the random interactions that co-located teams experience, such as members running into one another while getting coffee or otherwise crossing paths in the office.

How audiences respond to messages

•Must Remember Message •Must Be Able to Respond As You Wish •Must Be Motivated to Respond -First, the recipient has to remember the message long enough to act on it. Simplifying greatly, memory works in several stages: Sensory memory momentarily captures incoming data from the senses; then, whatever the recipient pays attention to is transferred to short-term memory. Info in short-term memory quickly disappears if it isn't transferred to long-term memory, which can be done either actively (such as when a person memorizes a list of items) or passively (such as when a new piece of info connects with something else the recipient already has stored in long-term memory). Finally, the info needs to be retrieved when the recipient wants to act on it. In general, people find it easier to remember and retrieve information that is important to them personally or professionally. Consequently, by communicating in ways that are sensitive to your audience's wants and needs, you greatly increase the chance that your messages will be remembered and retrieved. -Second, the recipient has to be able to respond as you wish. Obviously, if recipients simply cannot do what you want them to do, they will not respond according to your plan. By understanding your audience (you'll learn more about audience analysis in Chapter 4), you can work to minimize these unsuccessful outcomes. -Third, the recipient has to be motivated to respond. You'll encounter many situations in which your audience has the option of responding but isn't required to. For instance, a record company may or may not offer your band a contract, or your boss may or may not respond to your request for a raise.

How audiences decode messages

•Perception •Selective Perception •Cultural Beliefs •Personal Beliefs •Individual Thinking Styles Decoding is a complex process; receivers often extract different meanings from messages than senders attempt to encode in them. Selective perception occurs when people ignore or distort incoming information to fit their preconceived notions of reality. Business strategy might distort or ignore evidence that suggests the strategy is failing. Differences in language and usage also influence received meaning. If you ask an employee to send you a report on sales figures "as soon as possible," does that mean within 10 seconds, 10 minutes, or 10 days? By clarifying expectations and resolving potential ambiguities in your messages, you can minimize such uncertainties. In general, the more experiences you share with another person, the more likely you are to share perception and thus share meaning (see Figure 1.6). Individual thinking styles are another important factor in message decoding. For example, someone who places a high value on objective analysis and clear logic might interpret a message differently than someone who values emotion or intuition (reaching conclusions without using rational processes).

Figure 1.7 The Social Communication Model part 2

•Potential problems include information overload, a lower level of engagement with tasks and other people, fragmented attention, information security risks, reduced productivity, and the difficulty of maintaining a healthy boundary between personal and professional lives. All business professionals and managers need to choose and use digital tools wisely to control the flow of information they receive. No company, no matter how enthusiastically it embraces the social communication model, is going to be run as a club in which everyone has a say in every business matter. Instead, a hybrid approach is emerging in which some communications (such as strategic plans and policy documents) follow the traditional approach, whereas others (such as project management updates and customer support messages) follow the social model.

Virtual teams

•Pull together the best people for a task •Take advantage of the benefits of telecommuting •Increase engagement and productivity •Instant messaging (IM) and teleconferencing are the simplest forms of virtual meetings. Videoconferencing lets participants see and hear each other, demonstrate products, and transmit other visual information. Telepresence enables realistic conferences in which participants thousands of miles apart almost seem to be in the same room. •The most sophisticated web-based meeting systems combine the best of real-time communication, shared workspaces, and videoconferencing with other tools, such as virtual whiteboards, that let teams collaborate in real time. Such systems are used for everything from spontaneous discussions among small groups to carefully planned formal events such as press conferences, training sessions, sales presentations, and webinars (web-based seminars). One of the newest virtual tools is online brainstorming, in which a company can conduct "idea campaigns" to generate new ideas from people across the organization. •Conducting successful virtual meetings requires extra planning beforehand and more diligence during the meeting. Recognizing the limitations of the virtual meeting format is a key to using it successfully. Because virtual meetings offer less visual contact and nonverbal communication than in-person meetings, for example, leaders need to make sure everyone stays engaged and has the opportunity to contribute. Participants have a responsibility to pay attention and avoid the temptation to work on other tasks. To keep everyone focused, make sure the meeting time is dedicated to discussion and interaction, rather than getting everyone up to speed on the issues. Distribute background information before the meeting so that participants can join the meeting ready to collaborate. A virtual team is one in which members work in at least two different locations and rely on technology to communicate and collaborate. Professionals in a wide variety of situations work in virtual teams, including telecommuting (working from home or other off-site locations), collaborating with colleagues in other offices, and working as independent contractors from remote locations.

Characteristics of effective teams

•Shared sense of purpose & compatible values •Clear and challenging goal •Belief in the value of efforts •Well-balanced mix of people and skills-along with the insights needed to achieve the goal. •Appropriate size-aligns well with the team's responsibilities. •Psychological safety-encouraging people to share information, propose unproven ideas, and express vulnerability without fear of repercussion. •Willingness to put team needs first-ahead of one's own. •Open and honest communication •Effective teams have a clear sense of purpose, open and honest communication, consensus-based decision making, creativity, and effective conflict resolution. The most effective teams have a clear objective and shared sense of purpose, have a strong sense of trust in each other, communicate openly and honestly, reach decisions by consensus, think creatively, know how to resolve conflict, and believe that their work matters. •Dysfunctional Teams- reasons for dysfunctional team efforts include management expectations that are either unclear or not accepted by all team members, a reluctance by team members to prioritize team goals over their personal goals, reward systems that don't recognize team contributions, and leadership that tolerates negative and counterproductive behaviors. Notice how all these traits rely on communication, both in the info that's shared and in the way people interact with one another.

The Conventional Communication Model part 2

•The sender has an idea.-Whether a communication effort will ultimately be effective starts right here and depends on the nature of the idea and the motivation for sending it. •The sender encodes the idea as a message-When someone puts an idea into a message—which you can think of as the "container" for an idea—he or she is encoding it, or expressing it in words or images. •The sender produces the message in a transmittable medium-With the appropriate message to express an idea, the sender now needs a communication medium to present that message to the intended audience. •The sender transmits the message through a channel-Just as technology continues to increase the number of media options at your disposal, it continues to provide new communication channels you can use to transmit your messages. The distinction between medium and channel can get a bit murky, but think of the medium as the form a message takes (such as a Twitter update) and the channel as the system used to deliver the message (such as a mobile phone). •The audience receives the message-If the channel functions properly, the message reaches its intended audience. •The audience decodes the message-After a message is received, the receiver needs to extract the idea from the message, a step known as decoding. •The audience responds to the message-By crafting messages in ways that show the benefits of responding, senders can increase the chances that recipients will respond in positive ways. Whether a receiver responds as the sender hopes depends on the receiver (1) remembering the message long enough to act on it, (2) being able to act on it, and (3) being motivated to respond. •The audience provides feedback to the sender-In addition to responding (or not responding) to the message, audience members may give feedback that helps the sender evaluate the effectiveness of the communication effort. •The basic model presented in Figure 1.5 illustrates how a single idea moves from one sender to one receiver. In a larger sense, it also helps represent the traditional nature of much business communication, which was primarily defined by a publishing or broadcasting mindset. For external communication, a company issued carefully scripted messages to a mass audience that didn't have many options for responding to those messages or initiating messages of their own. Customers and other interested parties had few ways to connect with one another to ask questions, share information, or offer support. Internal communication tended to follow the same "we talk, you listen" model, with upper managers issuing directives to lower-level supervisors and employees.

Forms of Unethical Communication

•Unethical communication- can distort the truth or manipulate audiences in a variety of ways: •Withholding or omitting essential info-Your audience must have all the information necessary to make an intelligent, objective decision. •Distorting information or visuals-Images can be manipulated in unethical ways, such as altering photos to deceive audiences or changing the scale of graphs and charts to exaggerate or conceal differences. •Plagiarizing-is presenting someone else's words or other creative product as your own. Note that plagiarism can be illegal if it violates a copyright, which is a form of legal protection for the expression of creative ideas. •Selective misquoting-Distorting or hiding the true intent of someone else's words is unethical. •Misrepresenting numbers-Statistics and other data can be unethically manipulated by increasing or decreasing numbers, exaggerating, altering statistics, or omitting numeric data. •Failing to respect privacy or information security needs-Failing to respect the privacy of others or failing to adequately protect information entrusted to your care can also be considered unethical (and is sometimes illegal). In short: •Withholding information, distorting information, and plagiarizing are all forms of unethical communication. •Transparency is a sense of openness that gives audience members access to all the information they need to process messages accurately. •Plagiarism is presenting someone else's words or other creative product as your own. •Copyright is a form of legal protection for the originators of creative content.

Use Nonverbal Communication Effectively

•When You're Talking •When You're Not Talking •When You're Listening •Be observant, but don't assume that you can "read someone like a book." Nonverbal signals are powerful, but they aren't infallible, particularly if you don't know a person's normal behavioral patterns. For example, contrary to popular belief, avoiding eye contact and covering one's face while talking are not reliable clues that someone is lying. Even when telling the truth, most people don't make uninterrupted eye contact with the listeners, and various gestures such as touching one's face might be normal behavior for particular people. Moreover, these and other behaviors may be influenced by culture (in some cultures, sustained eye contact can be interpreted as a sign of disrespect) or might just be ways of coping with stressful situations. •Also consider the nonverbal signals you send when you're not talking—the clothes you wear, the way you sit, the way you walk. •Improving Nonverbal Communication Skills •Understand the roles that nonverbal signals play in communication, complementing verbal language by strengthening, weakening, or replacing words. •Note that facial expressions (especially eye contact) reveal the type and intensity of a speaker's feelings. •Watch for cues from gestures and posture. •Listen for vocal characteristics that can signal the emotions underlying the speaker's words. •Recognize that listeners are influenced by physical appearance. •Be careful with physical contact; touch can convey positive attributes but can also be interpreted as dominance or sexual interest. If there is any doubt, don't touch. •Pay attention to the use of time and space. Work to make sure your nonverbal signals match the tone and content of your spoken communication. Paying attention to nonverbal cues makes you a better speaker and a better listener. When you're talking, be more conscious of the nonverbal cues you could be sending. Also consider the nonverbal signals you send when you're not talking—the clothes you wear, the way you sit, the way you walk. When you listen, be sure to pay attention to the speaker's nonverbal cues. If something doesn't feel right, ask the speaker an honest and respectful question; doing so may clear everything up, or it may uncover issues you need to explore further.

Communication is Important to Your Career

•Your career will give you the opportunity to communicate, collab and share ideas with many people, both inside and outside your organization •You may be an employee, executive, consultant or freelancer to a company. •You may become an entrepreneur-you will need to communicate with a wide range of audiences—from investors, bankers, and government regulators to employees, customers, and business partners. •In all these roles, communication skills may be the single most important skill you possess -Employers sometimes express frustration at the poor communication skills of many employees—particularly recent college graduates who haven't yet learned how to adapt their communication styles to a professional business environment. If you learn to write well, speak well, listen well, and recognize the appropriate way to communicate in any situation, you'll gain a major advantage that'll serve you throughout your career.

Tips for Success in Virtual Team Environments

● Keep teams as small as possible. Even more so than with co-located teams, virtual teams can run into trouble if their size grows larger than 10 people or so. ● Use the best collaboration technology available. The tools can range from something as simple as text messaging up to elaborate collaboration platforms (see page 43). ● Clarify the purpose of each tool. Make sure that each kind of communication, such as schedule updates, task assignments, and urgent messages, is conveyed via one designated channel. ● Take special care with isolated members. If most of the team is co-located and a few members are remote, assign responsibility to someone in the local team for keeping remote members in the loop. ● Don't rely solely on written communication. Pick up the phone or initiate video chats to maintain a more personal connection.

Figure 2.3 Collaboration on Mobile Devices

Figure Caption: Mobile connectivity is transforming collaboration activities, helping teams and work groups stay connected no matter where their work takes them. For example, this team was able to discuss and edit a press release using their tablets in different locations. An important aspect of mobile collaboration and mobile communication in general is unified communication.

Figure 1.7 The Social Communication Model part 1

In fact, one of the most common uses of social media among U.S. businesses is monitoring online discussions about a company and its brands. -Figure Caption: The social communication model differs from conventional communication strategies and practices in a number of significant ways. You're probably already an accomplished user of many new-media tools, and this experience will help you on the job. -In recent years, however, a variety of technologies have enabled and inspired a new approach to business communication. In contrast to the publishing mindset, this social communication model is interactive, conversational, and usually open to all who wish to participate. The social communication model can increase the speed of communication, reduce costs, improve access to expertise, and boost employee satisfaction. For all their advantages, social media tools also present a number of communication challenges. -Long description: The details of the illustration are as follows: Conventional Communication: "We talk, you listen" The related tendencies are listed as follows: •Publication, broadcast •Lecture •Intrusion •Unidirectional •One to many; mass audience •Control •Low message frequency •Few channels •Information hoarding •Static •Hierarchical •Structured •Isolated •Planned •Resistive -The Social Model: "Let's have a conversation" The related tendencies are listed as follows: •Conversation •Discussion •Permission •Bidirectional, multidirectional •One to one; many to many •Influence •High message frequency •Many channels •Information sharing •Dynamic •Egalitarian •Amorphous •Collaborative •Reactive Responsive.

The Potential Benefits of Communication Technology

•Greater effectiveness •Greater efficiency •Better and easier research •Improved decision making •Fewer barriers Researcher Maribel Lopez calls mobile, "the biggest technology shift since the internet." Venture Capitalist Joe Shoendorf says that, "Mobile is the most disruptive technology that I've seen in 48 yrs in Silicon Valley". Companies recognize the value of integrating mobile technology, from communication platforms to banking to retail. Mobile apps and communication systems can boost employee productivity, help companies form closer relationships with customers and business partners, and spur innovation in products and services. Mobile technologies offer multiple ways to improve communication and other key business processes. For example, note-taking apps such as Note Taker HD offer an easy and unobtrusive way to take notes during meetings, site visits, and other business functions. For millions around the world, a mobile device is their primary way, if not only way, to access the Internet. Globally, more than 80% of Internet users access the web with a mobile device at least some of the time. Mobile has become primary communication tool for many professionals, a majority of executives under age 40. Email and web browsing rank 1st and 2nd in terms of the most common nonvoice uses of smartphones, more email messages are now opened on mobile devices than on PCs. Roughly 1/2 of U.S. consumers use a mobile device exclusively for online search needs, many online activities that eventually migrate to a PC screen start out on a mobile screen. For many people, the fact that a smartphone can make phone calls is practically a 2ndary consideration; data traffic from mobile devices far outstrips voice traffic. When people are closely attached to their phones, day 24/7, they're more closely tied to all the info sources, conversations, and networks that those phones can connect to. A result, mobile connectivity can start to resemble a continuous stream of conversations that never quite end, which influences the way businesses need to interact with their stakeholders. If wearable technologies become mainstream devices, they'll contribute even more to this shift in behaviors. Summary-Parallels between social media & mobile communication: Both sets of technologies change the nature of communication, alter the relationships between senders & receivers, create opportunities as well as challenges, & force business professionals to hone new skills. Fact, much of the rise in social communication can be attributed to the connectivity made possible by mobile devices. Companies that work to understand and embrace mobile, both internally and externally, stand the best chance of capitalizing on this monumental shift in the way people communicate. Technology brings a wide variety of potential benefits to business communication, which can be grouped into five key areas: ● Making communication more effective by helping people craft messages that convey their ideas more clearly and persuasively ● Making communication more efficient by reducing the time and effort needed to create, transmit, and consume messages ● Improving research to help communicators discover, process, and apply information ● Assisting communicators with decision making by guiding them through complex sets of data ● Removing communication barriers so more people can participate in the communication process more easily.

Ensuring Legal Communication

•Laws and Regulations Govern -Promotional communication-Marketing specialists need to be aware of the many laws that govern truth and accuracy in advertising. These laws address such issues as product reviews written by bloggers who receive compensation from the companies involved, false and deceptive advertising, misleading or inaccurate labels on product packages, and bait-and-switch tactics in which a store advertises a lower-priced product to lure consumers into a store but then tries to sell them a more expensive item. -Contracts-are fundamental to virtually every aspect of business, from product sales to property rental to credit cards and loans to professional service agreements. -Employment communication-A variety of local, state, and federal laws govern communication between employers and both potential and current employees. For example, job descriptions must be written in a way that doesn't intentionally or unintentionally discriminate against women, minorities, or people with disabilities. -Intellectual property-In an age when instant global connectivity makes copying and retransmitting digital files effortless, the protection of intellectual property has become a widespread concern. Bloggers and social media users in particular need to be careful about IP protection, given the carefree way that some post the work of others without offering proper credit. - -Financial reporting-Finance and accounting professionals who work for publicly traded companies (those that sell stock to the public) must adhere to stringent reporting laws. For instance, a number of corporations have recently been targets of both govt investigations and shareholder lawsuits for offering misleading descriptions of financial results and revenue forecasts. •Defamation-(Written defamation is called libel; spoken defamation is called slander.) Someone suing for defamation must prove (1) that the statement is false, (2) that the language is injurious to the person's reputation, and (3) that the statement has been published. • -Transparency requirements-Govts around the world are taking steps to help ensure that consumers and other parties know who is behind the information they receive, particularly when it appears online. The European Union, for instance, outlaws a number of online marketing tactics, including "flogs," short for "fake blogs," in which an employee or a paid agent posing as an independent consumer posts positive stories about a company's products. In the US, FTC guidelines require bloggers and other social media users who review products to disclose if they receive compensation for writing reviews. -If you have any doubts about the legality of a message you intend to distribute, ask for advice from your company's legal department. A small dose of caution can prevent huge legal headaches and protect your company's reputation in the marketplace.

Conducting Virtual Meeting

•Virtual Meeting Systems -Telepresence -Holograms -Teleconferencing Virtual meetings are meetings in which people join in from two or more locations and connect via some form of communication technology. Such meetings are common in business today, so it's important to know how to run a virtual meeting and how to get the most out of one as a participant. Chances are you'll also participate in online seminars, often referred to as webinars.

Figure 19.1

-Figure 19.1 shows an application message written in response to a posted job opening. The writer knows exactly what qualifications the organization is seeking and can "echo" those attributes back in his letter. Info on the picture: -Smith's application letter echoes the language of the job posting. -The first sentence grabs attention by indicating knowledge of the company and its industry. -The reference to his resume emphasizes his customer service orientation and also shows he has done his homework by researching the company. -The letter doesn't include a handwritten signature because it was uploaded to a website along with his resume. -The opening paragraph identifies the specific job for which he is applying. -In this discussion of his skills, he echoes the qualifications stated in the job posting. -In the close, he politely asks for an interview in a way that emphasizes yet another job-related skill.

Drafting Proposal Content & Define the Proposal's Purpose

-L O 15.3 List six strategies to strengthen a proposal argument, and identify the topics commonly covered in the introduction, body, and close of proposals. -If you're writing an unsolicited proposal, you have some latitude in the scope and organization of content. However, the scope and organization of a solicited proposal are usually governed by the request for proposals. Most RFPs spell out precisely what you should cover and in what order. This uniformity lets the recipient evaluate competing proposals in a systematic way. -The general purpose of any proposal is to persuade readers to do something, such as purchase goods or services, fund a project, or implement a program. Thus your writing approach for a proposal is similar to that used for persuasive sales messages (see Chapter 12). -As with any other persuasive message, you can use the AIDA model to gain attention, build interest, create desire, and motivate action (of course, you may need to adapt it if you're responding to an RFP or working within some other constraints). Here are some additional strategies to strengthen your persuasive argument: -Demonstrate your knowledge. Everything you write should show the reader that you have the knowledge and experience to solve the problem or address the opportunity outlined in your proposal. -Provide concrete information and examples. Avoid vague, unsupported generalizations such as "We are losing money on this program." Instead, provide quantifiable details such as the amount of money being lost, how, why, and so on. Explain how much money your proposed solution will save. Spell out your plan and give details on how the job will be done. -Research the competition. Find out what alternatives your audience might choose over your proposal so that you can emphasize why your solution is the optimum choice. Potential customers sometimes face a "buy or build" decision, in which they must choose between buying a solution from an external party and building it themselves. In these cases you are effectively competing against your target customers. -Prove that your proposal is workable. Your proposal must be appropriate and feasible for your audience. It should be consistent with your audience's capabilities. For instance, your proposal would be pointless if it recommended a plan of action that requires three times the number of available employees or twice the available budget. -Adopt the "you" attitude. Relate your product, service, or personnel to the reader's exact needs, either as stated in the RFP for a solicited proposal or as discovered through your own investigation for an unsolicited proposal. -Package your proposal attractively. Make sure your proposal is letter perfect, inviting, and readable. Readers will prejudge the quality of your products or services by the proposal you submit. Errors, omissions, and inconsistencies will work against you—and may even cost you important career and business opportunities.

Analyzing a formal report (9 of 14)

-Moreno supports her argument with objective facts and sound reasoning. -The recommendations are realistic, noting both the benefits and the risks of taking action. -Moreno creates a forceful tone by using action verbs in the third-level subheadings of this section. This approach is appropriate to the nature of the study and the attitude of the audience. However, in a status-conscious organization, the imperative verbs might sound a bit too presumptuous coming from a junior member of the staff. (9 of 14)

The Question-and-Answer Stage

-Questions and answers usually consume the greatest part of the interview. Depending on the type of interview, the interviewer will likely ask about your qualifications, discuss some of the points mentioned in your résumé, and ask about how you have handled particular situations in the past or would handle them in the future. You'll also be asking questions of your own. -Answering and Asking Questions: Let the interviewer lead the conversation and never answer a question before he or she has finished asking it. Not only is this type of interruption rude, but the last few words of the question might alter how you respond. As much as possible, avoid one-word yes or no answers. Use the opportunity to expand on a positive response or explain a negative response. Answering & Asking Questions: -If asked a difficult question, pause before responding. (Zappos & Google are known for this.) -Think about the implications of the question. -The recruiter may know you can't answer a question & want to know how you'll respond under pressure or if you can construct a logical approach to solving a problem. -Whether asked if you do or if it naturally fits the flow of the conversation, ask a question you've prepared. -Find what the company wants in new employees & show how you meet their needs. -Find & attempt to dispel any reservations an interviewer may have against you. -Listening to the Interviewer: Paying attention when the interviewer speaks can be as important as giving good answers or asking good questions. Review the tips on listening offered in Chapter 2. The interviewer's facial expressions, eye movements, gestures, and posture may tell you the real meaning of what is being said. Be especially aware of how your answers are received. Does the interviewer nod in agreement or smile to show approval? If so, you're making progress. If not, you might want to introduce another topic or modify your approach. -Handling Potentially Discriminatory Questions: A variety of federal, state, and local laws prohibit employment discrimination on the basis of race, ethnicity, gender, age (at least if you're between 40 and 70), marital status, religion, national origin, or disability. Interview questions designed to elicit information on these topics are potentially illegal. If an interviewer asks a potentially unlawful question, consider your options carefully before you respond. You can answer the question as it was asked, you can ask tactfully whether the question might be prohibited, you can simply refuse to answer it, or you can try to answer "the question behind the question." Think about the questions you're being asked (Legal vs Illegal): -If you're asked if you're married, have strong family ties in the area, the interviewer may just be trying to figure out if you'd travel or relocate. (Both of which are legal questions) -If you answer the question as it was asked, think before accepting a job offer if you have alternatives. -The off-limits question may've been an accident. -If you think it was intentional would you take the job (from a company condoning illegal/discriminatory questions or doesn't train employees to avoid them)? -If you believe questions to be unreasonable, unrelated to the job, or attempted discrimination, you've the option (filing a complaint with the U.S. Equal Employment Opportunity Commission or with the agency in your state that regulates fair employment practices).

Arousing Audience Interest & Building Your Credibility

-Some subjects are naturally more interesting to some audiences than others. If you will be discussing a matter of profound significance that will personally affect the members of your audience, chances are they'll listen, regardless of how you begin. All you really have to do is announce your topic, and you'll have their attention. A presentation outline helps you organize your message, and it serves as the foundation for delivering your speech. Prepare your outline in several stages: -State your purpose and main idea and then use these to guide the rest of your planning. -Organize your major points and subpoints in logical order, expressing each major point as a single, complete sentence. -Identify major points in the body first and then outline the introduction and close. -Identify transitions between major points or sections and then write these transitions in full-sentence form. -Prepare your bibliography or source notes; highlight those sources you want to identify by name during your talk. -Choose a compelling title. Make it brief, action oriented, and focused on what you can do for the audience. (Same as what's on pg 467) -Many speakers like to prepare both a detailed planning outline (see Figure 16.5) and a simpler speaking outline that provides all the cues and reminders they need to present their material. Regardless of which technique you choose, make sure you can give audience members a reason to care and to believe that the time they're about to spend listening to you will be worth their while. -Have Another Person Introduce You. -Introduce Yourself Humbly and Simply. -Inform Audience Why You Are the Right Person for This Presentation. -In addition to grabbing the audience's attention, your introduction needs to establish your credibility. If you're a well-known expert in the subject matter or have earned your audience's trust in other situations, you're already ahead of the game. If you have no working relationship with your audience or if you're speaking in an area outside your known expertise, however, you need to establish credibility and do so quickly; people tend to decide within a few minutes whether you're worth listening to. -Techniques for building credibility vary, depending on whether you will be introducing yourself or having someone else introduce you. If another person will introduce you, he or she can present your credentials so that you don't appear boastful. If you will be introducing yourself, keep your comments simple, but don't be afraid to mention your relevant experience and accomplishments. Your listeners will be curious about your qualifications, so tell them briefly who you are and why you're the right person to be giving this presentation. Example: I'm Karen Whitney, a market research analyst with Information Resources Corporation. For the past 5 yrs, I've specialized in studying high-technology markets. Your director of engineering, John LaBarre, has asked me to talk to you about recent trends in computer-aided design so that you'll have a better idea of how to direct your research efforts. Significance in example: -Speaker establishes credibility by tying her credentials to the purpose of her presentation, not boastfully. -By mentioning her company's name, her specialization & position, & the name of the audience's boss, she lets her listeners know immediately that she's qualified to tell them something they need to know. -She connects her background to their concerns.

Figure 15.3 E.S.P (4 of 4)

-The brief close emphasizes the bidder's qualifications and asks for a decision. -The call to action clarifies the steps needed to put the project in motion. -The customer's signature will make the proposal a binding contract. -This proposal was submitted by a geotechnical engineering firm that conducts a variety of environmental testing services. The company is bidding on the mass grading and utility work specified by the prospective client, AGI Builders. (4 of 4)

Striving to Excel

-The nature of the work often changes as markets and technologies evolve, & expectations of quality tend to increase over time as well. -View this constant change as a positive thing, as a way to avoid stagnation & boredom. -Striving to excel can be a challenge when there's a mismatch between the job's requirements & your skills & knowledge. -If you are underqualified for a job, identify your weaknesses quickly & come up with a plan to address them. -A supportive manager will help you identify these areas & encourage improvement through training or mentoring. -Don't wait for a boss to tell you your work is subpar. -If floundering, ask for help. -If overqualified for a job, it's easy to slip into a rut & eventually underperform simply because there's no challenge. -Current & future bosses aren't going to judge on how well you performed relative to your needs & expectations; they're going to judge on how well you performed relative to the job's requirements. -Work with your boss to find ways to make your job more challenging if possible, or start looking for a better job if necessary, but be sure to maintain your level of performance until you can bring your responsibilities & talents into closer alignment.

Analyzing a formal report (7 of 14)

-The visuals are numbered consecutively and referred to by their numbers in the text. -Moreno introduces visuals before they appear and indicates what readers should notice about the data. -The chart in Figure 3 is simple but effective; Moreno includes just enough data to make her point. Notice how she is as careful about the appearance of her report as she is about the quality of its content. (7 of 14)

Figure 15.3 E.S.P (2 of 4)

-The work plan also explains who will be responsible for the various tasks. -The qualifications section grabs attention by mentioning compelling qualifications. -The project leader's résumé is attached to the proposal, providing additional detail without cluttering up the body of the proposal. -Describing certifications (approvals by recognized industry associations or government agencies) helps build the company's credibility. (2 of 4)

Projecting Your Company's Image

-When you communicate with anyone outside your organization, it is more than a conversation between two individuals. You represent your company and therefore play a vital role in helping the company build and maintain positive relationships with all its stakeholders. Most successful companies work hard to foster a specific public image, and your external communication efforts need to project that image. As part of this responsibility, the interests and preferred communication style of your company must take precedence over your own views and personal communication style. -Many organizations have specific communication guidelines that show everything from the correct use of the company name to preferred abbreviations and other grammatical details. Specifying a desired style of communication is more difficult, however. Observe more experienced colleagues, and never hesitate to ask for editorial help to make sure you're conveying the appropriate tone. Example: -Because clients entrust thousands or millions of dollars to an investment firm, it must communicate in a style quite different from that of a clothing retailer. -A clothing retailer specializing in high-quality business attire communicates in a different style than a store catering to the latest trends in casual wear. -Communication Style -Communication Guidelines

Tips For Writing Application Letters & figure 19.3

For either type of letter, follow these tips to be more effective: -Resist the temptation to stand out with gimmicky application letters; impress with knowledge & professionalism instead. -If the name of an individual manager is findable, address your letter to that person. (And if it is findable, make sure you find it, because other applicants will.) Search LinkedIn, the company's website, industry directories, Twitter, & anything else you can think of to locate an appropriate name. Ask the people in your network if they know a name. If you can't find a name, addressing your letter to "Dear Hiring Manager" is perfectly acceptable. -Clearly identify the opportunity you are applying for or expressing interest in. -Show that you understand the company and its marketplace. -Never volunteer salary history or requirements unless an employer has asked for this info. -Keep it short—no more than three or four brief paragraphs. Remember that all you are trying to do at this point is move the conversation forward one step. -Show some personality while maintaining a business-appropriate tone. The letter gives you the opportunity to balance the facts-only tone of your résumé. -Project confidence without being arrogant. -Don't just repeat information from your résumé; use the conversational tone of the letter to convey additional professional and personal qualities and the reasons that you're a good candidate for this particular job (see Figure 19.3). Because application letters are persuasive messages, the AIDA approach you learned in Chapt 12 is ideal, as the following sections explain. Summary: -Avoid Gimmicks and Impress With Qualifications -Address to Individual Manager -Clearly Identify the Opportunity -Show Your Understanding of the Company and the Marketplace -Avoid Volunteering Salary Information -Keep It Short -Show Some Personality -Project Confidence, Not Arrogance -Don't Repeat Information from your Résumé -Adapt for Each Specific Job Opening Fig 19.3 Info: The subject line refers to the job opening using the company's posting number. The opening paragraph gets the reader's attention by conveying that Gomes understands the challenges the company now faces in a tough retailing environment. She uses the opportunity to mention her work experience, but in a way that relates to the reader's interests. The first of the two middle paragraphs covers the analytical skills that are required in the position. She refers the reader to her résume for details, and makes a point to highlight the MBA she's working toward-which will fill in some areas missing in her work experience. This paragraph addresses additional skills mentioned in the job description, particularly interdepartmental communication, project management, and presentations. The close is confident without being brash, and the email signature provides the necessary contact info.

Figure 6.2

Info: -The content is now organized in three coherent paragraphs, each with a distinct message. - The tone is friendly and engaging without being flowery.

Finding the Ideal Opportunity in Today's Job Market

L O 18.1 List eight key steps to finding the ideal opportunity in today's job market. Identifying and landing a job can be a long and challenging process. Fortunately, the skills you're developing in this course will give you a competitive advantage. This section offers a general job-search strategy with advice that applies to just about any career path you might want to pursue.

Letter of acceptance picture

Letter of Acceptance info: -Confirms the specific terms of the offer with a good-news statement at the beginning -Covers miscellaneous details in the body -Closes with another reference to the good news and a look toward the future

Figure 5.6

Optimizing for mobile includes writing short headlines that get right to the point. This introduction conveys only the information readers need in order to grasp the scope or the article. All the key points of the documents appear here on the first screen. Readers who want more detail can swipe down for background Information on the five points

Building Reader Interest With Storytelling Techniques

The Power of Story -The Beginning - Identify with Audience -The Middle - Pursue Goal/Solve Problem -The End - Answers Question/Offers Lesson -Storytelling is one of the most common structures used in television commercials and other advertisements. People love to share stories about themselves and others, too, which makes social media ideal for storytelling. Examples: -Career-related stories, such as how someone sought and found the opportunity to work on projects he/she is passionate about, can entice skilled employees to consider joining a firm. -Entrepreneurs use stories to help investors see how their new ideas have the potential to affect people's lives (and therefore generate lots of sales). -Can be cautionary tales as well, dramatizing the consequences of career blunders, ethical mistakes, and strategic missteps. A key reason storytelling can be so effective is that stories help readers and listeners imagine themselves living through the experience of the person in the story. In addition, stories can demonstrate cause-and-effect relationships in a compelling fashion. Imagine attending a new-employee orientation and listening to the trainer read off a list of ethics rules and guidelines. This ability to share organizational values is one of the major benefits of using storytelling in business communication, particularly across diverse workforces. Example: Chip Heath (Stanford University) & brother, Dan Heath (Duke University): -Spent years exploring the question of why some ideas "stick" & others disappear. -One conclusion: Ideas conveyed through storytelling tend to thrive because stories "put knowledge into a framework that is more lifelike, more true to our day-to-day existence." A classic story has three basic parts. The beginning of the story presents someone the audience can identify with in some way, and this person has a dream to pursue or a problem to solve. (Think of how movies and novels often start by introducing a likable character who immediately gets into danger, for example.) The middle of the story shows this character taking action and making decisions as he or she pursues the goal or tries to solve the problem. The storyteller's objective here is to build the audience's interest by increasing the tension: Will the "hero" overcome the obstacles in his or her path and defeat whatever adversary is keeping him or her away from the goal? The end of the story answers that question and usually offers a lesson to be learned about the outcome as well. BTW-even though these are "stories," they mustn't be made-up tales. Telling stories that didn't happen to people who don't exist while presenting them as real-life events is a serious breach of ethics that damages a company's credibility. When to story tell: Consider adding an element of storytelling whenever your main idea involves the opportunity to inspire, to persuade, to teach, or to warn readers or listeners about the potential outcomes of a particular course of action. In addition to its important communication function, storytelling can also serve as a means of strategic business analysis. For example, if you're having trouble articulating a story that you're trying to tell about a project you would like to pursue, it might be because you haven't fully thought through the purpose of the project. With a clearer definition in mind, you'll find it easier to tell your story.

Seeking Career Counseling

•Individual Counseling (Career Planning, Job-Search Workshops) -Job Fairs -On-Campus Interviews -Job Listings -Online Resources -Your college's career center probably offers a wide variety of services, including individual counseling, job fairs, on-campus interviews, and job listings. Counselors can advise on career planning and provide workshops on job-search techniques, résumé preparation, job readiness training, interview techniques, self-marketing, and more. You can also find career-planning advice online. Many of the websites listed in Table 18.1 offer articles and online tests to help you choose a career path, identify essential skills, and prepare to enter the job market.

Becoming a Better Listener

•Minimize the Barriers to Effective Listening-External barriers to listening are any factors that impede physical hearing or concentration. External barriers are anything in the environment or communication channel that makes it difficult to hear the other party or focus on what is being said. Internal barriers are listener behaviors, thoughts, and emotions that hinder one's ability to understand, interpret, or accept what someone else is saying. •Adapt Your Listening Style to the Situation-You can use three distinct styles: content listening, critical listening, and empathic listening (see Table 2.4). Note that all three of these are forms of active listening. •Listen actively-Active listening is making a conscious effort to engage with other people and to turn off your internal filters and biases in order to truly hear and understand what they are saying. Put yourself in an open and positive state of mind. Keep yourself engaged. Respect silence, pay attention to nonverbal signals, take thoughtful notes.

Understand the Concept of Culture

•We Each Belong to Several Cultures, each with its Own Special Language and/or Customs: -Ethnic group -Religious group -Professional group -You belong to several cultures, each of which affects the way you communicate. -Culture is a shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Your cultural background influences the way you prioritize what is important in life, helps define your attitude toward what is appropriate in a given situation, and establishes rules of behavior. -Actually, you belong to several cultures. In addition to the culture you share with all the people who live in your own country, you belong to other cultural groups, including an ethnic group, possibly a religious group, and perhaps a profession that has its own special language and customs. With its large population and long history of immigration, the U.S is home to a vast array of cultures (see Figure 3.1). In contrast, Japan is much more homogeneous, having only a few distinct cultural groups. -Figure 3.1 Language is one of the distinguishing factors of population diversity. This chart shows the trend in the relative ranking of a number of languages other than English spoken in the U.S since 1980.

Selecting the Active or Passive Voice (1 of 2) Table 5.4

(1 of 2) Using the passive voice can help you demonstrate the "you" attitude in some situations: -When you want to be diplomatic when pointing out a problem or an error of some kind (the passive version seems less like an accusation) -When you want to point out what's being done without taking or attributing either the credit or the blame (the passive version shifts the spotlight away from the person or persons involved) -When you want to avoid personal pronouns in order to create an objective tone (the passive version may be used in a formal report, for example) -Use passive sentences to soften bad news, to put yourself in the background, or to create an impersonal tone when needed.

Table 5.5 (1 of 3)

(1 of 3)

Table 7.1 (1 of 3)

(1 of 3)

Table 19.1 (2 of 2)

(2 of 2)

Table 7.1 (2 of 3)

(2 of 3)

Understanding Denotation and Connotation

-A word may have both a denotative and a connotative meaning. The denotative meaning is the literal, or dictionary, meaning. The connotative meaning includes all the associations and feelings evoked by the word. -The denotative meaning of desk is "a piece of furniture with a flat work surface and various drawers for storage." The connotative meaning of desk may include thoughts associated with work or study, but the word desk has fairly neutral connotations—neither strong nor emotional. However, some words have much stronger connotations than others and should be used with care. For example, the connotations of the word fail are negative and can have a dramatic emotional impact. If you say the sales department failed to meet its annual quota, the connotative meaning suggests that the group is inferior, incompetent, or below some standard of performance. However, the reason for not achieving 100% might be an inferior product, incorrect pricing, or some other factor outside the control of the sales department. In contrast, by saying the sales department achieved 85% of its quota, you clearly communicate that the results were less than expected without triggering all the negative emotions associated with failure.

Describe the most common options for presenting information, concepts, and ideas.

Among the most commonly used visual formats in business communication are: -flowcharts (which depict a sequence of events in a process). -organization charts (which show the relationships among people or elements in an organization). -various types of maps (including data-driven map displays made possible by geographic information systems). -illustrations (which are often used instead of photographs because they can focus attention on specific parts of an object). -diagrams (used to convey designs, interrelated ideas, and other complex entities). -photographs (used when realism or emotional impact is important). -infographics (hybrid elements that contain enough textual and visual information to function as standalone documents).

Creating Charts and Tables for Slides

Charts and tables for presentations need to be simpler than visuals for printed documents. Detailed images that look fine on the printed page can be too dense and too complicated for presentations. Remember that your audience will view your slides from across the room—not from a foot or two away, as you do while you create them. Don't force the audience to study your charts and graphs in order to get the message. Follow these guidelines: -Reduce the detail. Eliminate anything that is not absolutely essential to the message. If necessary, break information into more than one slide. If a deeper level of detail is helpful or necessary, hand out printed visuals that people can review during or after the presentation. -Simplify. For example, if a bar chart is segmented by week, don't write "Week of 12/01," "Week of 12/08," and so on. Use the "Week of" label once and then just include the dates. Similarly, you might be able to remove the vertical scale from the left side of the chart and just show individual values above each bar. -Shorten numbers. If doing so doesn't hide essential details, you can round off numbers such as $12,500.72 to $12 or $12.5 and then label the axis to indicate thousands. -Limit the amount of data shown. Line charts look busy when they have more than two or three lines, bar charts look crowded with more than five or six bars, and tables are difficult to read if they have too many rows or columns. -Highlight key points. Use arrows, boldface type, and color to direct your audience's eyes to the main point of a visual. Summarize the intent of the graphic in one clear title, such as "Earnings up by 15%." -Adjust the size and design. Modify the size of a graphic to accommodate the size of a slide. Leave plenty of white space so that audience members can view and interpret content from a distance. Use colors that stand out from the slide's background and choose a typeface for labels that is clear and easy to read.

Preparing Your Work Plan

Essential Elements: -Statement of Problem or Opportunity -Statement of Purpose and Scope of Investigation Additional Elements: -Discussion of Tasks to Accomplish -Descriptions of Results -Review of Project Assignments -Plans for Following Up -Working Outline If you are preparing a work plan for yourself, it can be relatively informal: a simple list of the steps you plan to take and an estimate of their sequence and timing. For more complicated projects, however, particularly those that involve multiple team members, you'll want to prepare a formal, detailed work plan that can guide the performance of many tasks over a span of time. For consultants and others whose work output is a formal report, the work plan can also become the basis for a contract if the proposal is accepted. A formal work plan might include the following elements (especially the first two): -Statement of the problem or opportunity. This statement clarifies the challenge or opportunity at hand, helps you (and anyone working with you) stay focused on the core issues, and helps everyone avoid the distractions that are likely to arise along the way. -Statement of the purpose and scope of your investigation. The purpose statement describes what you plan to accomplish and therefore also defines the boundaries of your work. Delineating which subjects you will cover and which you won't is especially important for complex investigations. -Discussion of tasks to be accomplished. For simple reports, the list of tasks to be accomplished will be short and probably obvious. However, longer reports and complex investigations require an exhaustive list so that you can reserve time with customers, with executives, or for outside services, such as market researchers or print shops. -Description of any additional products or activities that will result from your investigation. Often the only outcome of your efforts will be the report itself. In other cases you'll need to produce something or perform some task in addition to completing the report. Make such expectations clear at the outset. -Review of project assignments, schedules, and resource requirements. Indicate who will be responsible for what, when tasks will be completed, and how much the investigation will cost. If more than one person will be involved, you may also want to include a brief section on coordinating report writing and production, such as whether you'll use a wiki to develop the report content. If constraints on time, money, personnel, or data are likely to affect the quality of the report, identify these limitations up front. -Plans for following up after delivering the report. Follow-up can be as simple as making sure people received the information they need or as complex as conducting additional research to evaluate the results of proposals included in your report. Even informal follow-up can help you improve your future reports and communicate that you care about your work's effectiveness and its impact on the organization. -Working outline. Some work plans include a tentative outline of the report, as does the plan in Figure 14.2. Figure 14.2 -The problem statement clearly & succinctly defines the problem the writers intend to address. -This section explains how the researchers will find the data and info they need. -The assignments and schedule section clearly lists responsibilities and due dates. -This paragraph identifies exactly what will be covered by the research and addressed in the final report. -The preliminary outline has enough detail to guide the research and set reader expectations.

Planning Marketing and Sales Messages

Everything you've learned about planning messages applies in general to marketing and sales messages, but the planning steps for these messages have some particular aspects to consider as well: -Assessing audience needs. As with every other business message, successful marketing and sales messages start with an understanding of audience needs. Depending on the product and the market, these needs can range from a few functional considerations (such as the size, weight, and finish of office paper) to a complicated mix of emotional and logical issues (all the factors that play into buying a house, for example). -Analyzing your competition. Marketing and sales messages nearly always compete with messages from other companies trying to reach the same audience. When Nike plans a marketing campaign to introduce a new shoe model to current customers, the company knows its audience has also been exposed to messages from Adidas, New Balance, Reebok, and other shoe companies. Finding a unique message in crowded markets can be quite a challenge. -Determining key selling points and benefits. With some insight into audience needs and the alternatives offered by your competitors, your next step is to decide which features and benefits to highlight. Selling points are the most attractive features of a product, whereas benefits are the particular advantages purchasers can realize from those features. In other words, selling points focus on what the product does. Benefits focus on what the user experiences or gains. Benefits can be practical, emotional, or a combination of the two. -Anticipating purchase options/objections. Marketing and sales messages usually encounter objections, and as with persuasive business messages, the best way to handle them is to identify these objections up front and address as many as you can. They can range from high price or low quality to a lack of compatibility with existing products or a perceived risk involved with the product. By identifying potential objections up front, you can craft your promotional messages in ways that address those concerns. If price is a likely objection, for instance, you can look for ways to increase the perceived value of the purchase and decrease the perception of high cost. When promoting a home gym, you might say that it costs less than a year's worth of health club dues. Of course, any attempts to minimize perceptions of price or other potential negatives must be done ethically.

Fig 4.7 Organizing Your Thoughts with a Clear Outline

No matter what outlining format you use, think through your major supporting points and the examples and evidence that can support each point. Long Description: The details of the outline are as follows: Roman numeral 1. First major point Uppercase A. First subpoint Uppercase B. Second subpoint 1. Examples and evidence 2. Examples and evidence Lowercase a. Detail Lowercase b. Detail 3. Examples and evidence Uppercase C. Third subpoint Roman numeral 2. Second major point Uppercase A. First subpoint 1. Examples and evidence 2. Examples and evidence Uppercase B. Second subpoint •The annotation corresponding to the two major points reads "The particular message is divided into two major points (Roman numerals 1 and 2). •The annotation corresponding to the second subpoint B, and the related third examples and evidence of the first major point reads "Subpoint B is supported with three sets of examples and evidence (1, 2, and 3), the second of which is further subdivided with two detail sections." •The annotation corresponding to the first subpoint A and the third subpoint C of the first major point reads "The first major point is divided into three subpoints (uppercase A, B, and C)."

Barnett International

Presentations: -Are performances. -Good message isn't enough. -Performance in front of audiences has a major influence on the response to your message. Gina Barnett: -Years of theater experience. -Communication coach. -Knows performance makes or breaks presentations. -Tells speakers to think of their bodies as communication instruments & to use them to their full potential, in much the same way musicians use their instruments. (can be treated well/poorly & played with varying degrees of success). Barnett in performance-coaching work with corporate execs: -Helps presenters explore the key centers in the human body that regulate how speakers feel & how they come across to others, both visually & vocally. -Example: A smile can also instigate positive thoughts. Can trigger improvements in the moods of you & your audience. It can help connect you & your audience, & show confidence. It forces relaxing of jaw & facial muscles, releasing stress, improving vocal clarity & projection. -Emphasizes that by dismissing irrelevant sources of stress & proactively dismantling relevant sources of stress, your mind can then tell your body that you're ready to go. The spiel: -All business professionals can learn to use their bodies to perform more effectively while giving speeches & making presentations. -Being mindful of your physical habits and mannerisms, can make you a more effective speaker. -A body-mindful approach to speaking can help control the anxiety that every presenter feels & harness that energy for a more natural & engaging experience. -Using your physical self to full advantage starts with understanding the signals your body is sending to you & your audience. -Listening to your body's signals can help you identify why you feel this way (stress etc). -You identify reasons that are real & relevant to the situation & some that are noise or distractions, at least in regards to the current situation. -Real & relevant reason could include (lack of preparation) -Less relevant reason could include (bad past experiences) Pg 459-460

Figure 17.4

Slide artwork can carry your message, support your message, or totally get in the way. Fig 17.4A could be an effective way to introduce a talk about teamwork, with one ant helping its "teammate" out of a tough spot. If this image were created using clip art, it would probably be too cartoony for a professional presentation. However, this image has a sophisticated, almost elegant, look in spite of the fact that it features ants. The slide in Fig 17.4B is a disaster. The visual confusion created by the clutter and mixed styles of artwork will distract the audience and obscure the message.

Formatting Formal Letters and Memos

This document, and the following document, illustrate some of the basic principles of effective document design (which apply to both printed and digital documents). Notice how with just a few simple changes, the ineffective version becomes much more inviting to read. Formal letters: -Most business letters are printed on letterhead stationery, which includes the company's name, address, and other contact information. -After the letterhead is the date, followed by the inside address, which identifies the person receiving the letter. -Next is the salutation, usually in the form of Dear Mr. or Ms. Last Name. -Next the message, followed by the complimentary close, usually Sincerely or Cordially. -Last comes the signature block: space for the signature, followed by the sender's printed name and title. -Your company may have a standard format, probably with a template in Microsoft Word whatever word processor is standard in the organization. Memos: -largely been replaced by digital media in many companies -the company may have a standard format or template. -Most begin with a title such as Memo, Memorandum, or Interoffice Correspondence. -usually four headings: Date, To, From, and Subject. (Re:, short for Regarding, is sometimes used instead of Subject.) -usually don't use a salutation, complimentary close, or signature, although signing your initials next to your name on the From line is standard practice in most companies. -often distributed without sealed envelopes, so they're less private than most other message formats. Info on the photo: (a)The typeface used in the headings has too much personality & the wrong feel for a business document. (b)The justified paragraphs have a "gappy" look, with excess space between words. (c)With tight leading (space between lines) & no extra space between paragraphs, the result is a visually intimidating "wall of text" look. (d)The overuse of type styles (bold, underline, & italics) creates visual clutter & reduces the impact of any individual style. (e)The typeface used for the body text is difficult to read. (f)Running the illustration inline, rather than wrapping text around it, leaves an enormous gap on the page (a poor use of white space, in this case). (g)The narrow margins make the text lines too long for easy reading & give the page a packed, intimidating look. (h)The first line of this paragraph left "stranded" at the bottom of the page is known as an orphan. (The last line of a paragraph stranded at the top of a succeeding page is a widow).

Types of Analytical Reports

Three Basic Categories: In many cases you'll also be expected to make a recommendation based on your analysis. As you saw in Figure 14.1, analytical reports fall into three basic categories: -Reports to assess opportunities. Every business opportunity carries some degree of risk and requires a variety of decisions and actions in order to capitalize on the opportunity. For instance, market analysis reports are used to judge the likelihood of success for new products or sales initiatives by identifying potential opportunities as well as competitive threats and other risks. Due diligence reports examine the financial aspects of a proposed decision, such as acquiring another company. -Reports to solve problems. Managers often assign troubleshooting reports when they need to understand why something isn't working properly and what can be done to fix the situation. A variation, the failure analysis report, studies events that happened in the past, with the hope of learning how to avoid similar failures in the future. -Reports to support decisions. Feasibility reports are called for when managers need to explore the ramifications of a decision they're about to make (such as replacing an advertising agency or switching materials used in a manufacturing process). Justification reports justify a decision that has already been made. Writing analytical reports, greater challenge vs informational reports: 1.Doing more than simply delivering information; also analyzing a problem or an opportunity and presenting conclusions. The best writing in the world can't compensate for flawed analysis. 2.When analysis is complete, you need to present your thinking in a credible manner. 3.Analytical reports often convince other people to make significant financial and personnel decisions, so reports carry the added responsibility of the consequences of these decisions. Some situations: -Problem or opportunity addressed may be defined by the person who authorizes the report. -Other times you define them. -Don't confuse a simple topic (quarterly profits) with a problem (the decline in profits over the past six quarters). -If only you think its a problem then readers will hold no interest unless you can convince them the problem exists. -Comparable to marketing & sales messages, sometimes you need to "sell the problem", prior to selling a solution. Summary: -Clarify the problem in an analytical report by determining what you need to analyze, why the issue is important, who is involved, where the trouble is located, and how and when it started.

Figure 15.2 Exec Summary

This executive summary from a Boeing report on worldwide air cargo markets highlights key facts, figures, and trends using both text and visuals.

Explain the power of business images, discuss six principles of graphic design that help ensure effective visuals, and explain how to avoid ethical lapses when using visuals. (2 of 3)

When preparing visuals: 1. Use elements of design consistently so you don't confuse your audience. 2. Use color and other elements to show contrast effectively. 3. Strive for a visual balance, either formal or informal, that creates a feel that is appropriate for your overall message. 4. Use design choices to draw attention to key elements and to visually downplay less important items. 5. Understand and follow design conventions that your audience expects (even if the expectation is subconscious), although you can consider unconventional design choices if they promise to convey your message more effectively. 6. Strive for simplicity in all your visuals, making design decisions that enhance the reception and understanding of information rather than obscure or confuse it. (2 of 3)

Provide Quality Content & Make Your Reports Easier to Write

Your credibility and prospects for the future are on the line with every business report you write, so make sure your content is: -Accurate. Information presented in a report must be factually correct. When writing reports, be sure to double-check your facts and references in addition to checking for typos. If an audience ever gets the inkling that your information is shaky, they'll start to view all your work with a skeptical eye. -Complete. To help audiences make informed decisions, include all the information necessary for readers to understand the situation, problem, or proposal. Support all key assertions using an appropriate combination of illustrations, explanations, and facts. Tell your readers what they need to know—no more, no less—and present the information in a way that is geared toward their needs. Mobile reporting apps can help you integrate text with "live" data that let readers explore if they need additional insights. -Balanced. It's important to present all sides of the issue fairly and equitably and to include all the essential information, even if some of it doesn't support your line of reasoning. Omitting relevant information or facts can bias your report. -Clear and logical. Save your readers time by making sure your sentences are uncluttered, contain well-chosen words, and proceed logically. To help your readers move from one point to the next, make your transitions clear and logical. For a successful report, identify the ideas that belong together and organize them in a way that's easy to understand. -Documented properly. If you use primary and secondary sources for your report or proposal, be sure to properly document and give credit to your sources, as Chapter 13 explains. -Automatic table of contents -Index generators -Linked and embedded documents -Screencasts -In addition to features such as automatic table of contents and index generators, look for opportunities to use linked and embedded documents to incorporate graphics, spreadsheets, databases, and other elements produced in other software programs. Also, be sure to explore your media and channel options. Video clips, animation, presentation slides, screencasts (recordings of on-screen activity), and other media elements can enhance the communication and persuasion powers of the written word.

Real-Time Translation

•As a listener, you have to convert the incoming sounds to discrete words & assemble these words into coherent phrases & sentences in order to extract the meaning. •Unlike reading a written document, you have to do all this processing almost instantaneously, without the luxury of going back over something you didn't get. •As a speaker, you have to find the right words, assemble them into phrases & sentences using the second language's grammar rules, & then pronounce them all correctly enough so they make sense to the other party. •Reaching this level of proficiency can take years of study & practice. •Translating speech in real time is a challenging technical proposition. •Progress is being made by many companies. •Most notable so far is Skype Translator, which can translate voice & video calls & instant messages in multiple languages. •A variety of smartphone & smartwatch apps offer translation, where speakers take turns talking to the device, then listen as it outputs the translated speech. •The tech promises to keep evolving, becoming more versatile & more accurate, but it has already reached the point of being a useful business communication tool.

Taking the Initiative to Find Opportunities

•Identify and Target Companies of Interest •Contact Human Resources •Contact Company Representatives •Use Social Media •Describe What You Can Offer •Ask to Be Considered -When it comes to finding the right opportunities for you, the easiest ways are not always the most productive ways. The major job boards such as Monster and classified services such as Craigslist might have thousands of openings, but thousands of job seekers are looking at and applying for these same openings. Moreover, posting job openings on these sites is often a company's last resort, after it has exhausted other possibilities. -To maximize your chances, take the initiative and seek opportunities. Identify the companies you want to work for and focus your efforts on them. Get in touch with their human resources departments (or individual managers, if possible), describe what you can offer the company, and ask to be considered if any opportunities come up. Reach out to company representatives on social networks. Your message might appear right when a company is busy looking for someone but hasn't yet advertised the opening to the outside world. And be sure to take advantage of the growing number of career-related mobile apps (see Figure 18.2 on page 519). don't hesitate to contact interesting companies even if they haven't advertised job openings to the public yet; they might be looking for somebody just like you.

Studying Other Languages

•Increased Career Opportunities •Common Phrases for Everyday Business and Social Situations •Mobile Devices, Apps, and Websites •Avoid Assumptions and Learn About Other Languages and Dialects -Successful intercultural communication can require the modification of personal communication habits. Making an effort to learn about another person's culture is a sign of respect. -Mobile App iTranslate translates more than 80 languages and features voice input and output. A wide variety of apps and websites are available that help with essentials words and phrases, grammar, pronunciation, text translation, and even real-time audio translation. It's worth the time & energy to learn common phrases of your colleagues or customers, even if they speak your language. Benefits: Helps you get through everyday business & social situations but also demonstrates your commitment to the business relationship. -English is the most prevalent language in international business, but don't assume that everyone understands it or speaks it the same way. Don't assume the same language is the same all around. (French spoken in Québec & other parts of Canada is often noticeably different from the French spoken in France). It's often said that the US and the UK are two countries divided by a common language. For instance, period (punctuation), elevator, and gasoline in the US are full stop, lift, and petrol in the UK. -The demand for multilingual communicators grows as commerce continues to become more globalized & many countries become more linguistically diverse. Being multilingual can give you a more competitive advantage & open up a wider variety of career opportunities.

Using Interpreters, Translators, and Translation Software

•Interpreters - for spoken communication •Translators - for both spoken and written communication •Computerized Translation Tools -You may encounter business situations that require using an interpreter (for spoken communication) or a translator (can be used for both spoken and written communication). Interpreters and translators can be expensive, but skilled professionals provide invaluable assistance for communicating in other cultural contexts. Keeping up with current language usage in a given country or culture is also critical to avoid embarrassing blunders. In marketing and advertising, where being in tune with contemporary culture is critical, companies sometimes use transcreation, which essentially amounts to re-creating the material for a new cultural context, rather than simply translating the text. -Some companies use back-translation to ensure accuracy. Once a translator encodes a message into another language, a different translator retranslates the same message into the original language. This back-translation is then compared with the original message to discover any errors or discrepancies. The time and cost required for professional translation has encouraged the development of computerized translation tools. Dedicated software tools, mobile apps, and online services such as WorldLingo and Google Translate offer various forms of automated translation. Major search engines let you request translated versions of the websites you find. Although none of these tools can translate as well as human translators, they're getting better all the time.

Table 15.2 Production Elements to Consider for Formal Reports and Proposals (1 of 4)

(1 of 4)

Table 19.6 (2 of 2)

(2 of 2)

Table 5.2 (2 of 2)

(2 of 2)

Table 8.1 (2 of 3)

(2 of 3)

Business Applications of Blogging (3 of 4)

(3 of 4)

Table 15.2 Production Elements to Consider for Formal Reports and Proposals (3 of 4)

(3 of 4)

Figure 15.3 E.S.P (3 of 4)

-A clear and complete itemization of estimated costs builds confidence in the dependability of the project's financial projections. -To give the client some budgetary flexibility, the proposal offers an alternative to the fixed-fee approach--which may lower any resistance to accepting the bid. (3 of 4)

Being dependable & accountable

-By any definition, a "pro" is somebody who gets the job done. -Develop a reputation as somebody people can count on. (meeting commitments, keeping on schedule, staying within budgets) -These skills take some time to develop as you discover how much time and money are required to accomplish various tasks and projects. -With experience, you'll learn to be conservative with your commitments. -Can't confidently predict how long a project will take or how much it'll cost? Be sure to let your client, colleagues, or supervisor know. -Changing circumstances threaten your ability to meet a previous commitment? Be sure to share that info with anyone who might be affected by your performance. -Being accountable (owning up to your mistakes and learning from failure so that you can continue to improve) -Owning up to your mistakes and learning from failure so that you can continue to improve.

Analyzing a formal report (11 of 14)

-By pointing out possible difficulties and showing that she has considered all angles, Moreno builds reader confidence in her judgment. -Note how Moreno makes the transition from section to section. The first sentence under the second heading on this page refers to the subject of the previous paragraph and signals a shift in thought. (11 of 14)

Speaking With Confidence

-Controlled Beginning -Confident Posture -Make Eye Contact -Send Confident Nonverbal Signals -Confident delivery starts as soon as you become the focus of attention, before you even begin to speak, so don't rush. As you approach the front of the room, walk with confidence, breathe deeply, and stand up straight. Face your audience, adjust the microphone and other equipment as needed, count to three slowly, and then scan the audience. When you find a friendly face, make eye contact and smile. Look away, count to three again, and then begin your presentation. If you are nervous, this slow, controlled beginning will help you establish rapport and appear more confident. Make sure your nonverbal signals send a message of confidence.

Figure 17.5 Writing Text for Slides

-Effective text slides are clear, simple guides that help the audience understand and remember the speaker's message. Notice the progression toward simplicity in these slides: Figure 17.5a is a paragraph that would distract the audience for an extended period. Figure 17.5b offers concise, readable bullets, although too many slides in a row in this structured design would become tedious. Figure 17.5c distills the message down to a single thought that is complete on its own but doesn't convey all the information from the original and would need embellishment from the speaker. Figure 17.5d pushes this to the extreme, with only the core piece of the message to serve as an "exclamation point" for the spoken message. Figure 17.5c and especially Figure 17.5d could be more even more powerful with a well-chosen visual that illustrates the idea of following the flow.

Using Mobile Devices in Presentations & Completing Slides and Support Materials

-Eliminate Projection System -Use Slide Broadcast Systems -Send via Subscription -Smartphones and tablets offer a variety of ways to enhance presentations for presenters as well as audience members (see Figure 17.6). For example, you can get around the problem of everyone in the audience not having a clear view of the screen by using systems that broadcast your slides to tablets and smartphones. In fact, these systems can eliminate a conventional projection system entirely; everyone in the audience can view your slides on their mobile devices. You can also broadcast a live presentation to mobile users anywhere in the world. Each time you advance to a new slide, it is sent to the phone or tablet of everyone who is subscribed to your presentation. -L O 17.5 Explain the role of navigation slides, support slides, and handouts. -Just as you would review any message for content, style, tone, readability, clarity, and conciseness, you should apply the same quality control to your slides and other visuals.

Benefits of Effective Organization

-Good organization helps your readers or listeners in three key ways. First, it helps them understand your message by making the main point clear at the outset, presenting additional points to support that main idea, and satisfying all their information needs. -Second, good organization helps receivers accept your message. If your writing appears confused and disorganized, people will likely conclude that the thinking behind the writing is also confused and disorganized. Moreover, effective messages often require a bit more than simple, clear logic. Example: A diplomatic approach helps receivers accept your message, even if it's not exactly what they want to hear. In contrast, a poorly organized message on an emotionally charged topic can alienate the audience before you have the chance to get your point across. -Third, good organization saves your audience time. Well-organized messages are efficient: They contain only relevant ideas, and they are brief. Moreover, each piece of information is located in a logical place in the overall flow; each section builds on the one before to create a coherent whole, without forcing people to look for missing pieces.

Proofreading Your Résumé

-Headings and Lists -Grammar, Spelling, and Punctuation -Double-Check and Run it By at Least Three Other People Employers view your résumé as a concrete example of your attention to quality and detail. Your résumé doesn't need to be good or pretty good—it needs to be perfect. Although it may not seem fair, just one or two errors in a job application package are enough to doom a candidate's chances. A human reader will likely view errors as signs of carelessness, and an applicant tracking system can be programmed to automatically reject résumés with spelling errors. Your résumé is one of the most important documents you'll ever write, so don't rush or cut corners when it comes to proofreading. Check all headings and lists for clarity and parallelism, and be sure your grammar, spelling, and punctuation are correct. Double-check all dates, phone numbers, email addresses, and other essential data. Ask at least three other people to read it, too. As the creator of the material, you could stare at a mistake for weeks and not see it.

Figure 14.8 (2 of 4)

-Here he offers more information about the two themes he discovered as he continues to lay out the reasons for his proposed solution. -At this point, he is ready to shift from "selling the problem" and laying the groundwork to presenting his solution. -This brief overview of employee mentoring programs establishes common ground with his reader, so he can be sure they are thinking about the same thing. (2 of 4)

Figure 14.8 (3 of 4)

-Here he presents the general benefits of mentoring programs in a way that connects them to the two themes he identified earlier. (3 of 4)

Analyzing a formal report (10 of 14)

-In addition to making key points easy to find, bulleted lists help break up the text to relieve the reader's eye. -Moreno lists the steps needed to implement her recommendations. -Moreno takes care not to overstep the boundaries of her analysis. For instance, she doesn't analyze the value of the seminars that employees attend every year, so she avoids any absolute statements about reducing travel to seminars. (10 of 14)

Writing Your Résumé

-L O 18.3 Describe the tasks involved in writing your résumé, and list the sections to consider including in your résumé. -With the necessary information and a good plan in hand, you're ready to begin writing. If you feel uncomfortable writing about yourself, you're not alone. Many people, even accomplished writers, can find it difficult to write their own résumés. If you get stuck, imagine you are somebody else, writing a résumé for this person called you. By "being your own client" in this sense, you might find the words and ideas flow more easily. You can also find a classmate or friend who is writing a résumé and swap projects for a while. Working on each other's résumés might speed up the process for both of you.

Preparing for a Job Interview & Learning About the Organization and the Position

-L O 19.3 List six tasks you need to complete to prepare for a successful job interview. -Now that you're armed with insights into the interviewing and assessment process, you're ready to begin preparing for your interviews. Preparation will help you feel more confident and perform better under pressure, and preparation starts with learning about the organization. -You've already done some initial research to identify companies of interest, but when you're invited to an interview, it's time to dig a little deeper (see Table 19.3). Making this effort demonstrates your interest in the company, and it identifies you as a business professional who knows the importance of investigation and analysis. In addition to learning about the company and the job opening, try to find out as much as you can about the managers who will be interviewing you, if you can get their names. Search LinkedIn in particular. Table 19.3 "Twenty-Five Common Interview Questions" Questions About College: 1.What courses in college did you like most? Least? Why? 2.Do you think your extracurricular activities in college were worth the time you spent on them? Why or why not? 3.When did you choose your college major? Did you ever change your major? If so, why? 4.Do you feel you did the best scholastic work you are capable of? 5.How has your college education prepared you for this position? Questions About Employers and Jobs: 6.Why did you leave your last job? 7.Why did you apply for this job opening? 8.Why did you choose your particular field of work? 9.What are the disadvantages of your chosen field? 10.What do you know about our company? 11.What do you think about how this industry operates today? 12.Why do you think you would like this particular type of job? Questions About Work Experiences and Expectations: 13.What was your biggest failure? 14.What is your biggest weakness? 15.Describe an experience in which you learned from one of your mistakes. 16.What motivates you? Why? 17.What do you think determines a person's progress in a good organization? 18.What have you done that shows initiative and willingness to work? 19.Why should we hire you? Questions About Work Habits: 20.Do you prefer working with others or by yourself? 21.What type of boss do you prefer? 22.Have you ever had any difficulty getting along with colleagues or supervisors? With instructors? With other students? 23.What would you do if you were given an unrealistic deadline for a task or project? 24.How do you feel about overtime work? 25.How do you handle stress or pressure on the job? Pg 558 When you answer: -Frame responses as brief stories (30-90 seconds) vs declarative answers. -Cohesive stories tend to stick more effectively vs disconnected facts & statements. Summary: -Know basic information about organization -Understand the job opening -Learn about the person interviewing you

Adapting to Your Audience: Building Strong Relationships

-L O 5.2 Identify seven characteristics that build and maintain a communicator's credibility. -Successful communication relies on a positive relationship between sender and receiver. Establishing your credibility and projecting your company's image are two vital steps in building and fostering positive business relationships. People are more likely to react positively to your message when they have confidence in you.

Achieving Parallelism Table 6.1

-Parallel forms are easier to read and skim. You can create parallelism by repeating the pattern in words, phrases, clauses, or entire sentences.

She takes on the World (Natalie MacNeil):

-The change she wants means inspiring & helping women launch their own businesses & take more control over their careers. -She says,"I want to see more women leading companies, organizations, & countries." -Started her first (business) at 18 & by mid-20s had founded or cofounded a small portfolio of companies. (an Emmy-winning digital media production company, a collaborative workspace for entrepreneurs in the early startup phase, & She Takes on the World, which she describes as "a training platform & community for women entrepreneurs.") -Heart of her quest is communication. -In "She takes on the World (world wide website & book)". Shares firsthand knowledge on everything from finding investors to expanding a company internationally. -Her writing has appeared in a variety of other popular forums as well, including AllBusiness, American Express OPEN Forum, Mashable, Forbes, Entrepreneur.com, and The Wall Street Journal. -Key element is a clear idea of who her audience is and the type of info these readers are likely to need. -She emphasizes that no business book can appeal to every reader, & lists the specific types of readers who can benefit from her book. -Does what many business "how-to" writers don't: She addresses the personal side of being a successful entrepreneur. - Key element is her positive writing style. Editor of ForbesWoman calls MacNeil's blog and book "smart, upbeat, inspirational, and full of practical advice for women who want to own their dream careers." -One of her target audiences is college students who might want to create their own companies right out of college, without ever pursuing traditional employment. -She Takes on the World has grown to include several dozen bloggers who cover every aspect of managing an entrepreneurial career in the new economy. -Site was named one of Forbes magazine's top 10 entrepreneurial websites for women, among numerous other awards and recognitions it has received.

Figure 14.7 (1 of 2)

-The first paragraph verifies who requested the report, when it was requested, and who wrote it. -This section explains how the information used in the analysis was collected. -Phan describes the first problem and explains how it occurred, without blaming anyone personally. -The second paragraph highlights the serious nature of the problem. -Organizational problems are the first "2" in Phan's 2 + 2 = 4 approach. (1 of 2)

Balancing Abstract and Concrete Words

-The more abstract a word is, the more it is removed from the tangible, objective world of things that can be perceived with the senses. Words vary dramatically in their degree of abstraction or concreteness. An abstract word expresses a concept, quality, or characteristic. Abstractions are usually broad, encompassing a category of ideas, and they are often intellectual, academic, or philosophical. Love, honor, progress, tradition, and beauty are abstractions, as are such important business concepts as productivity, profits, quality, and motivation. In contrast, a concrete word stands for something you can touch, see, or visualize. Most concrete terms are anchored in the tangible, material world. Chair, table, horse, rose, kick, kiss, red, green, and two are concrete words; they are direct, clear, and exact. Things don't need to have a physical presence to be considered concrete, by the way; software, database, and website are all concrete terms as well. -As you can imagine, abstractions tend to cause more trouble for writers and readers than concrete words. Abstractions tend to be "fuzzy" and can be interpreted differently, depending on the audience and the circumstances. The best way to minimize such problems is to blend abstract terms with concrete ones, the general with the specific. State the concept, and then pin it down with details expressed in more concrete terms. Save the abstractions for ideas that cannot be expressed any other way. In addition, abstract words such as small, numerous, sizable, near, soon, good, and fine are imprecise, so try to replace them with terms that are more accurate. Instead of referring to a sizable loss, give an exact number. Abstract Words: -Concepts -Quality -Characteristic Concrete: -Touch -See -Visualize

Assessing the Environment & Selecting the Best Combination of Media and Channels

Also consider the circumstances in which you'll be making your presentation: -Environment (location, number of locations, level of control). -Audience (attendees quantity, in-person or online). -Equipment. -Demonstrating or just speaking. For in-person presentations, pay close attention to seating arrangements. The four basic formats have distinct advantages and disadvantages: Four Basic Seating Arrangements: -Classroom or theater seating, in which all chairs or desks face forward, helps keep attention focused on the speaker and is usually the best method for accommodating large audiences. However, this arrangement inhibits interaction among audience members, so it is not desirable for brainstorming or other collaborative activities. -Conference table seating, in which people sit along both sides of a long table and the speaker stands at one end, is a common arrangement for smaller meetings. It promotes interaction among attendees, but it tends to isolate the speaker at one end of the room. -Horseshoe, or U-shaped, seating, in which tables are arranged in the shape of a U, improves on conference table seating by allowing the speaker to walk between the tables to interact with individual audience members. -Café seating, in which people sit in groups at individual tables, is best for breakout sessions and other small-group activities. However, this arrangement is less than ideal for anything more than short presentations because it places some in the audience with their backs to the speaker, making it awkward for both them and the presenter. -If you can't control the seating arrangement, at least be aware of what it is so you can adjust your plans if necessary. -For some presentations, you'll be expected to use whatever media and channels your audience, your boss, or the circumstances require. For example, you might be required to use specific presentation software and a conference room's built-in display system or your company's online meeting software. -For other presentations, though, you might have an array of choices, from live, in-person presentations to webcasts (online presentations that people either view live or download later from the web), screencasts (recordings of activity on computer displays with audio voiceover), or twebinars (the use of Twitter as a backchannel —see page 477— for real-time conversation during a web-based seminar).

WPP (wpp.com)

Background (Corporate annual reports Difficult): -Adhere to detailed financial reporting regulations, while functioning as broader, multitopic informational reports for a diverse audience. (investors, potential employees, business partners, activists, journalists, etc) -Most have a strong promotional emphasis as well. Info on WPP: -WPP's Challenge (Addressing the info needs of many reader segments.) -World's largest marketing communication services firm based in London. -More than 150 component companies are involved in every conceivable aspect of advertising and related business activities. -Have nearly 200,000 employees in more than 100 countries. WPP Manages: -Actions (taking advantage of the flexibility of the web and making intelligent, reader-friendly choices) -Results (annual reports that are remarkably easy to navigate and consume). What they're doing: -For recent reports: Homepage of the report is a single, scrollable screen (easy to navigate on the growing number of mobile & touch-screen devices). -Offering clear and simple choices for every potential reader. For audiences: -Top page of report (offers links to read the full report, with 4 major sections highlighted as standalone reports) -Watch a video (of CEO Sir Martin Sorrell even has "subheadings" embedded in the timeline) -Top section (offers links to two other annually issued reports that many site visitors will be curious about, company's efforts toward sustainability & another that highlights its pro bono work (services offered for free, typically to nonprofit organizations). Tech adapting: -Swiping or scrolling down to the middle of the page (a menu of "Fast Read" topics, each offering a highly compressed summary of major subject areas from the full report). -Fast Read sections (readers can click through to additional layers of detail on that specific topic if they're interested) At the bottom of the page: -Presented with links (to the full report, just the financial statements, or specific report sections). The point: -Within 3 short screens of info (easy-to-read summaries & well-marked pathways to subtopics and deeper detail). -Norman Pearlstine, an editor at Time Inc. (50 yrs + of experience reading company annual reports, said the WPP report "may be the best annual report I have ever read.")

Resolving conflict in teams

Decide if the conflict is worth addressing. If the conflict is minor or will disappear on its own (such as when a temporary team disbands), it might make more sense to live with it. ● Examine your own beliefs and behaviors. If you are involved in a conflict that you want to resolve, examine your own stance before taking any action. You might be contributing to the conflict in ways you hadn't considered. ● Identify where the conflict truly originates. As you have probably experienced in your personal life, conflicts aren't always about what they appear to be about; the real difference may lie below the surface. For example, two team members might be arguing about work methods when their real conflict is deeper. They could have different cultural priorities, for instance, such as the importance of group harmony versus individual career success. ● Establish common ground. Figure out what everyone does agree on, and then use that foundation to build a solution. For example, if people disagree about the team's goals, dig deeper and find out if they agree about the company's overall goals and strategies. If they agree at that level, you can use that to launch a discussion about how to shape team goals that support the company's goals. ● Choose a strategy for resolving the differences. You have four basic choices here. (1) You can avoid the circumstances that create conflict, such as not assigning people who don't get along to the same tasks. Avoidance doesn't solve the underlying conflict, of course, but it can be the most efficient solution in some cases. (2) One side can choose to accommodate or sacrifice for the good of the organization or to maintain harmony in a relationship. If two people disagree about the best way to approach a project, one might decide to accept and support the other's approach. (3) The two sides can choose to compromise, with both sides giving up something. Balanced compromise is one of the hallmarks of successful teams. (4) Both sides can choose to collaborate on a new solution that satisfies everyone's needs and expectations—a win-win strategy. Collaboration in this sense can be a rewarding experience because it makes conditions better for everyone and gives a team or group the satisfaction of a shared accomplishment. •Choose a strategy for resolving the difference -Avoid-must believe greater power or status doesn't entitle one party to impose a solution. -Accommodate-must believe the other party can be trusted, -Compromise-must believe it's possible to find a solution that both parties can accept Collaborate-must believe cooperation is better for the organization than competition,

Identify the most important considerations in the preproduction, production, and postproduction stages of producing basic business videos. (2 of 3)

During the production stage, be sure to: -frame each shot carefully. -keep the camera still while filming unless the situation demands that you move it. -take B-roll footage. -remember not to use the special effects in your camera so that you can export clean footage. (2 of 3)

Fig 4.8

Ineffective: -The vague subject line wastes an opportunity to begin building the message. -The opening has an irrelevant discussion, doesn't explain what research this refers to, and fails to introduce the topic of the message. -The beginning of this paragraph suggests it will discuss partnerships, but instead then digresses with another personal observation. -The main idea, that the pair should incorporate, is delayed until the middle of the message. -With the pros of partnerships in one paragraph and the cons of partnership, cons of incorporation, then pros of incorporation in the next paragraph. Effective: -The subject line conveys the topic (incorporation vs. partnership) and the main idea (incorporation is the better choice). -The opening provides some brief context by referencing their previous conversation, then immediately shares the main idea. -Avoiding any digressions, the message moves right into key support points. -With the main idea already expressed, the writer can devote the bulk of the message to supporting information. -The support points are clearly organized: pros and cons of partnerships, then pros and cons of corporations. This organization makes it easy for him to explain how incorporation overcomes all three key disadvantages of partnerships. He completes the comparison by identifying two disadvantages of incorporation but states that these are outweighed by the advantages. -This writer is following up on a conversation from the previous day, in which he and the recipient discussed which of two forms of ownership, a partnership or a corporation, they should use for their new company. (Partnership has a specific legal meaning in this context.) That question is the topic of the message; the main idea is the recommendation that they incorporate, rather than form a partnership. Notice how the Effective version uses the direct approach to quickly get to the main idea and then supports that by comparing the advantages and disadvantages of both forms of ownership. In contrast, the Ineffective version contains irrelevant information, makes the comparison difficult to follow, and buries the main idea in the middle of the message. -illustrates several of the key themes about organizing a message: helping readers get the information they need quickly, defining and conveying the main idea, limiting the scope of the message, choosing the approach, and outlining your information.

Email Formatting Figure 7.3

Info: -Burgman includes enough of the original message to remind Williams why she's writing but she doesn't clutter the screen with the entire original message. -By itemizing the steps she wants Williams to follow, she makes it easy for him to respond and helps ensure that the work will be done correctly. -She opens with an informal salutation appropriate for communication between colleagues. -She includes the URL of the website she wants Williams to visit, so all he needs to do is click on or tap the link. -The warm complimentary close expresses her appreciation for his efforts. -Her email signature includes alternative contact information, making it easy for the recipient to reach her.

The Introduction, The Body & The Close

Intro: At a minimum, an effective introduction accomplishes these four tasks: -It helps the reader understand the context of the report by tying it to a problem or an assignment -It introduces the subject matter and indicates why it is important -It previews the main idea (if you're using the direct approach) -It establishes the tone and the writer's relationship with the audience Body: -Presents -Analyzes -Interprets -Supports -The body presents, analyzes, and interprets the information gathered during your investigation and supports your recommendations or conclusions. The length and content of the body can vary widely based on the subject matter. Close: The close has three important functions: -It summarizes your key points -It emphasizes the benefits to the reader if the document suggests a change or some other course of action -It brings all the action items together in one place -The final section of a report or proposal can leave a lasting impression, so use the close to make sure your report says what you intended. In fact, readers who are in a hurry might skip the body of the report and read only the summary, so make sure it carries a strong, clear message.

Completing Email Messages

Summary: -Use an email signature -Think Twice Before Hitting "Send" -Revise -Proofread -Be Cautious of "Reply All" -Don't Send With High Priority Unless Necessary Main: -An email signature is a small text or graphical file at the end of messages that automatically includes such items as your full name, title, company, and contact information. -Think twice before hitting "Send." A simple mistake in your content or distribution can cause major headaches. -Particularly for important messages, taking a few moments to revise and proofread might save you hours of headaches and damage control. The more important the message, the more carefully you need to proofread. Also, favor simplicity when it comes to producing your email messages. Take advantage of your email system's ability to include an email signature. -Don't click "Reply All" when you mean to select "Reply." The difference could be embarrassing or even career threatening. Don't include people in the cc (courtesy copy or "carbon copy," historically) or bcc (blind courtesy copy) fields unless you know how these features work. (Everyone who receives the message can see who is on the cc line but not who is on the bcc line.) Also, don't set the message priority to "high" or "urgent" unless your message is truly urgent. And if you intend to include an attachment, be sure that it is indeed attached.

Figure 5.1

The no-nonsense headline makes it clear what this page is about, and it speaks directly to a major question virtually all aspiring professional musicians have. The four numbered subheadings provide a brief and clear overview of the process. The first paragraph tells readers what to expect before they click through to begin the sign-up process. The next two paragraphs explain two key questions: how musicians get their music to CD Baby and how CD Baby and its affiliated retailers get the music in front of consumers. The final paragraph answers one of the most important questions of all: "How do I get paid?"

Identify the most important considerations in the preproduction, production, and postproduction stages of producing basic business videos. (3 of 3)

The post production stage generally consists of nine steps: 1. transfer your video footage to your computer and load it into the editing software. 2. evaluate your material, identifying the shots you want to keep and those you can delete. 3. move sections of video around as needed. 4. weave in B-roll images and clips. 5. add transitions between video segments, if desired. 6. synchronize the main audio track with the video and record narration as needed. 7. add an intro and an outro. 8. add text titles and other features as needed. 9. create a distributable file. (3 of 3)

Using direct approach for negative messages

Use when message has minimal personal impact Open with clear statement of bad news If needed, explain or remind reader why you are writing Provide reasons and additional information Amount of detail provided depends on relationship and how well you want to keep it If explanation is neither appropriate or helpful, explain why you can't provide explanation for bad news Providing an apology depends on the situation and company Apology should be delivered by someone in a position that corresponds to the problem Apology should be real Apologies should be delivered quickly Be sure to choose right media channel Closing on respectful note Consider offering alternative solutions if appropriate Include positive statements but don't create false hopes Describe actions being taken to avoid mistakes in future if relevant and appropriate

Figure 17.8 (1 of 2)

illustrates some of the many options you have for presenting various types of information. Note that although these slides don't follow a rigid structure of text-heavy bullet points, they are unified by the color scheme (a silver background and bold color accents) and typeface selections. Left. This introductory slide is a blunt attention-getter, something that would have to be used with caution and only in special circumstances. Right. This simple math equation gets the point across about how expensive high employee turnover is. Left. This stylized bar graph sends a stark visual message about how bad the company's turnover really is. Right This slide is essentially a bullet list, with three groups of two bullets each. Repeating the photo element from the introductory slide emphasizes the message about employee turnover. These two navigation slides show one way to introduce each of the four subtopics in this particular section. As the highlight moves around the central circle, the audience is reminded of which subtopics have been covered and which subtopic is going to be covered next. And each time it is shown, the message is repeated that all these problems are the "true cost of chaos" in the company's employment practices. (1 of 2)

sending negative employment messages

refusing requests for reference or recommendation employer asking about past employees: direct and simple applicant request for recommendation: use indirect approach refusing social media recommendation requests more flexibility than offline you can simply ignore, delete, choose not to respond to any, or write as short and brief as you want rejecting job applications avoid sharing any explanations for the company's decision and avoid making or implying any promises of future consideration use the medium appropriate to where the candidate is in in the process use direct approach negative performance reviews performance review: designed to clarify job requirements, give employees feedback on their performance relative to those requirements, and establish a personal plan of action to ensure continued performance in the future provide regular feedback and coaching throughout year steps: document performance problems evaluate all consistently use calm objective voice focus on improvement opportunities keep job descriptions up to date terminating employment guidelines: Clearly present the reasons for this difficult action Make sure the reasons are presented in a way that cannot be construed as unfair or discriminatory. Follow company policy, contractual requirements, and applicable laws to the letter. Avoid personal attacks or insults of any kind. Ask another manager to review the letter before issuing it Deliver the termination letter in person if at all possible. Arrange a meeting that will ensure privacy and freedom from interruptions.

Studying Other Cultures

•Knowledge, Ability, and Motivation •Research, Practice, and Honest Effort •Websites, Books, Print Media, Music, and Apps -Effectively adapting your communication efforts to another culture requires not only knowledge about the culture but also the ability and motivation to change your personal habits as needed. -Even a small amount of research and practice will help you get through many business situations. In addition, most people respond positively to honest effort and good intentions, and many business associates will help you along if you show an interest in learning more about their cultures. Don't be afraid to ask questions. People will respect your concern and curiosity. You will gradually accumulate considerable knowledge, which will help you feel comfortable and be effective in a wide range of business situations. -Numerous websites and books offer advice on traveling to and working in specific cultures. Also try to sample newspapers, magazines, and even the music and movies of another country. For instance, a movie can demonstrate nonverbal customs even if you don't grasp the language. (However, be careful not to rely solely on entertainment products. If people in other countries based their opinions of U.S. culture only on the silly teen flicks and violent action movies that the US. exports around the globe, what sort of impression do you imagine they'd get?)

Adapting to Other Business Cultures

•L O 3.4 List four general guidelines for adapting to any business culture. •90% of executives value international communications skills. -Whether you're trying to work productively with members of another generation in your own office or with a business partner on the other side of the world, adapting your approach is essential to successful communication. This section offers general advice on adapting to any business culture and specific advice for professionals from other cultures on adapting to U.S. business culture.

Pg 109

•Maintaining a Confident, Positive Outlook -Successful people in any field, and chances are you'll notice how optimistic they are. -They believe in what they're doing, and they believe in themselves and their ability to solve problems and overcome obstacles. -Being positive doesn't mean displaying mindless optimism or spewing happy talk all the time. -It means acknowledging that things may be difficult but then buckling down and getting the job done anyway. -It means no whining and no slacking off, even when the going gets tough. -When you're a pro, you find a way to power through. -Your energy, positive or negative, is contagious. Both in person and online, you'll spend as much time with your colleagues as you spend with family and friends. -Personal demeanor is therefore a vital element of workplace harmony. No one expects (or wants) you to be artificially upbeat and bubbly every second of the day.

Slack (slack.com)

•Stewart Butterfield: •-cofounder of two different video game companies (didn't succeed at their original missions). •-However, wound up spinning off secondary software features that became massive business successes on their own. •-1st turned into the photo-sharing web service Flickr (once just a feature inside an online role-playing game). •-Sold Flickr to Yahoo!. •Slack origins: •-(Butterfield) Cofounded another video game company (game business failed). •-Butterfield & partners commercialized an instant messaging function the company had developed for internal use. •-That capability was expanded and became the Slack messaging system, and it's leading an upheaval in the world of business communication. •About Slack: •-offers several communication and info-mgt tools, at its heart it's a workplace messaging system. •-Teams can set up a variety of channels to manage communication on specific topics. •-individuals can configure alerts to get the messages they need & prevent info overload. •-All communication is automatically archived, so it's easy for everyone on a team to find info. •-Key feature is transparency (communication threads are no longer lost or hidden in private email exchanges but out in the open for everyone on a team to see and share). •-Appeal (understand the love/hate relationship with email). •Email problem: •-flooded with messages & missing vital info (colleagues neglect to include them in message threads). •-Poorly suited for project mgt, collaboration, info mgt, and other processes that require group communication and shared info access. •Many tech created to solve problem: •-from basic instant messaging to full-featured collaboration systems. •So Slack: •-few technologies have caught on as fast. •-Within a year of its 2013 launch, had a half million daily users in 60,000 teams around the world and laid claim to being the fastest-growing business app in history. •-Within 2 years the service had more than 2 million active users. •-Described as a radical way to transform how they work. •-For many business communicators, it's filling an unmet need. •-Majority report greater productivity, more transparency, improved team culture, easier access to info, and a reduced need for meetings. •-On average, cut email use in their organizations almost in half, and many say it has nearly eliminated email entirely.

Collaboration Arrangements

•Writer-Editor Relationships-simplest collaboration is when one person reviews the work of another, which happens quite often in business. •Full Collaboration-involves working together from planning the message to final production. This sort of partnership can bring together a diverse range of talents, insights, and experiences, not to mention extra minds and hands to get the work done.

Choices and Behaviors That Affect Listening Quality

● Poor self-management. Communication suffers if listeners fail to monitor and manage their emotions during a conversation. During the hectic workday or when emotions are running high, listening calmly and mindfully can be a challenge. However, these are the times when it is most important to exhibit emotional intelligence, including the ability to recognize when your emotions might be getting in the way. ● Idle brain power. Your brain can process language three or four times faster than people typically speak, which means your brain has a lot of extra processing capacity while you're listening. If you don't take active steps to keep focused, your mind will inevitably wander. ● Ineffective listening style. Even when listeners are actively engaged in conversations, the exchange can still suffer if they don't use the best style of listening for the situation at hand. See "Adapt Your Listening Style to the Situation" on page 55. ● Barriers to physical reception. Before you can listen to someone, you obviously need to be able to hear the other party speak. Missing even a single word can lead to confusion and misunderstanding. Poor hearing can originate on the speaker's side (such as when someone mumbles), on the receiver's side (such as when someone is listening to music during a conversation), or in the surrounding environment (such as when other people in an open-plan office are talking). ● Flawed recall. Remembering information during a conversation is challenging because you need to store information you have just received while continuing to process new incoming information. This problem gets even more pronounced when the speaker is rambling. •One reason listeners' minds tend to wander is that people think faster than they speak. Most people speak at about 120 to 150 words per minute, but listeners can process audio info at up to 500 words per minute or more. Your brain has a lot of free time whenever you're listening, & if left unsupervised, it'll find a thousand other things to think about. Make the effort to focus on the speaker & use the extra time to analyze & paraphrase what you hear or to take relevant notes. •Overcoming interpretation barriers can be difficult because you may not even be aware of them. Selective perception leads listeners to mold messages to fit their own conceptual frameworks. Listeners sometimes make up their minds before fully hearing the speaker's message or engage in defensive listening—protecting their egos by tuning out anything that doesn't confirm their beliefs or their view of themselves. •Even with good intentions, you can still misinterpret incoming messages if you & the speaker don't share enough language or experience. When listening to a speaker whose native language or life experience is different from yours, try to paraphrase that person's ideas. Give the speaker a chance to confirm what you think you heard or to correct any misinterpretation. •If the info you hear will be important to use later, write it down or otherwise record it. If you do need to memorize, you can hold info in short-term memory by repeating it silently or organizing a long list of items into several shorter lists. •Four techniques can help to store info in long-term memory: •(1) Associate new info with something closely related (such as the restaurant in which you met a new client). •(2) Categorize the new info into logical groups (such as alphabetizing a list of names). •(3) Visualize words and ideas as pictures. •(4) Create mnemonics such as acronyms or rhymes. •Overcoming Barriers to Effective Listening •Lower barriers to message reception whenever you can (such as avoiding interrupting speakers by asking questions or by exhibiting disruptive nonverbal behaviors). •Avoid selective listening by focusing on the speaker and carefully analyzing what you hear. •Keep an open mind by avoiding any prejudgment and by not listening defensively. •Don't count on your memory; write down or record important information. •Improve your short-term memory by repeating information or breaking it into shorter lists. •Improve your long-term memory by using association, categorization, visualization, and mnemonics.

Choosing From the Four Types of Sentences (1 of 2)

(1 of 2) -Arranging your carefully chosen words in effective sentences is the next step in creating powerful messages. Start by selecting the best type of sentence to communicate each point you want to make.

Table 5.2 (1 of 2)

(1 of 2) You can achieve a tone that is conversational but still businesslike by following these guidelines: (found in Creating a Conversational Tone)

Table 12.1 (1 of 3)

(1 of 3)

Table 15.1 Content Elements to Consider for Reports and Proposals (7 of 9)

(7 of 9)

Table 15.1 Content Elements to Consider for Reports and Proposals (8 of 9)

(8 of 9)

Table 15.1 Content Elements to Consider for Reports and Proposals (9 of 9)

(9 of 9)

Analyzing a formal report (5 of 14)

-A color bar highlights the report title and the first-level headings; a variety of other design treatments are possible as well. -A running footer that contains the report title and the page number appears on every page. -The introduction opens by establishing the need for action. -Moreno mentions her sources and methods to increase credibility and to give readers a complete picture of the study's background. -In her brief introduction, Moreno counts on topic sentences and transitions to indicate that she is discussing the purpose, scope, and limitations of the study. (5 of 14)

Figure 14.6

-These five criteria (standards or rules) that will be used in the evaluation make up the "yardstick" in the yardstick approach. -She'll evaluate the two alternatives by judging them according to the five criteria. -Here she'll give readers important background info about current trends in the marketplace. -She'll recommend in favor of one alternative & against the other, based on how each fared in the "yardstick" measurement.

Submitting Your Résumé & Writing Application letters

-L O 19.1 Explain the purposes of application letters, and describe how to apply the AIDA organizational approach to them. -VMWare's experience with social recruiting (profiled in the chapter-opening Communication Close-Up) gives you an idea of the investment that leading companies put into the recruiting process in order to find and land the best employees. To find and land the best job, you need to approach the process with a similar level of preparation. Your résumé (see Chapter 18) is the centerpiece of your job-search package, but it usually requires support from several other employment messages, including application letters, job-inquiry letters, application forms, and follow-up notes. -Whenever you mail, email, hand-deliver, or upload your résumé, you should include an application letter, also known as a cover letter, to let readers know what you're sending, why you're sending it, and how they can benefit from reading it. (Even though this message is often not a printed letter anymore, many professionals still refer to it as a letter.) Take the same care with your application letter that you took with your résumé. A poorly written application letter can prompt employers to skip over your résumé, even if you are a good fit for a job. Staffing specialist Abby Kohut calls the application letter "a writing-skills evaluation in disguise" and emphasizes that even a single error can get you bounced from contention. Adapt your application letter to each job opening and situation. -The best approach for an application letter depends on whether you are applying for an identified job opening or are prospecting—taking the initiative to write to companies even though they haven't announced a job opening that is right for you. In many ways, the difference between the two is like the difference between solicited and unsolicited proposals (see page 404). -Writing a prospecting letter is more challenging because you don't have the clear target you have with a solicited letter, and the message is unexpected. You will need to do more research to identify the qualities that a company would probably seek for the position you hope to occupy (see Figure 19.2 on page 548). Also, search for news items that involve the company, its customers, the profession, or the individual manager to whom you are writing. Using this information in your application letter helps you establish common ground with your reader—and it shows that you are tuned in to what is going on in the industry. -Solicited proposals are generally prepared at the request of external parties that require a product or a service, but they may also be requested by such internal sources as management or the board of directors. -Unsolicited proposals are created by organizations attempting to obtain business or funding without a specific invitation from a potential client. Such proposals may also be initiated by employees or managers who want to convince company insiders to adopt a program, a policy, or an idea. In other words, with an unsolicited proposal, the writer makes the first move.

Adapting the Three-Step Process to Reports and Proposals

Analyze the situation: -Clearly define your purpose before you start writing. -If you need to accomplish several goals in the report, identify them all in advance. -Prepare a work plan to guide your efforts. Gather information: -Determine whether you need to launch a separate research project to collect the necessary information. -Reuse or adapt existing material whenever possible. Select the best medium: -Base your decision on audience expectations or requirements. -Consider the need for commenting, revising, distributing, and storing. -Remember that the medium you choose also sends a message. Organize your information: -Use the direct approach if your audience is receptive. -Use the indirect approach if your audience is skeptical. -Use the indirect approach when you don't want to risk coming across as arrogant. -Combine approaches if doing so will help build support for your primary message.

Developing the Presentation & Presentation Introduction

Distinct Elements: -Introduction -Body -Close -Like written documents, presentations comprise distinct elements: the introduction, the body, and the close. -Getting your audience's attention. -Unite the audience around a common goal. -Describe a problem that affects or could affect your audience. -Unite the audience around a common goal. Encourage your listeners to unite around a meaningful business objective. For example, if the company is struggling and your presentation offers a turnaround solution, you could start by urging your listeners to come together for the common good. Invite listeners to help solve a problem, capitalize on an opportunity, or otherwise engage in the topic of your presentation. -Describe a problem that affects or could affect your audience. This problem may be something your listeners are already worried about, or it could be something they haven't even thought about but you believe they should. (Not in textbook) Presentation Intro: -Gets/arouses audience interest/attention. -Establishes creditability. -Prepares audience for what's to follow. -Tell a story. Craft a compelling story that illustrates an important and relevant point. If your entire presentation is structured as a story, of course, you'll want to keep the interest high by not giving away the ending yet. Well-told stories are naturally interesting and can be compelling. Of course, make sure your story illustrates an important and relevant point. -Pass around product samples or other objects. If your company is in the textile business, for example, let the audience handle some of your fabrics. The more of their senses you can engage, the more likely people are to remember your message. -Ask a question. Asking a substantial and intriguing question can get the audience involved in your presentation topic. Rhetorical questions (those you don't expect the audience to provide answers to) can spur people to think about the key points of your talk. Asking questions will get the audience actively involved in your presentation and give you information about them and their needs. -Share a startling statistic. An intriguing, unexpected, or shocking detail can often grab the attention of your listeners. Naturally, this detail needs to be relevant to your presentation's main idea. -Use humor. Opening with an amusing observation about yourself, the subject matter of the presentation, or the circumstances surrounding the presentation can be an effective way to lighten the "pre-presentation jitters" for you and the audience or to make an emotional connection with your listeners. However, humor must be used with great care. Make sure any comments are relevant, appropriate, and not offensive to anyone in the audience. In general, avoid humor when you and the audience don't share the same native language or culture; it's too easy for humor to fall flat or backfire.

Chapt 5 vocab

Euphemisms-Words or phrases that express a thought in milder terms. Bias-Free Language-Language that avoids words & phrases that categorize or stigmatize people in ways related to gender, race, ethnicity, age, or disability. Credibility-A measure of your believability based on how reliable you are & how much trust you evoke in others. Style-The choices you make to express yourself: the words you select, the manner in which you use those words in sentences, & the way you build paragraphs from individual sentences. Tone-The overall impression in your messages, created by the style you use. Conversational Tone-The tone used in most business communication; it uses plain language that sounds businesslike, without being stuffy at one extreme or too laid-back & informal at the other extreme. Active voice-Sentence structure in which the subject performs the action & the object receives the action. Passive voice-Sentence structure in which the subject receives the action. Denotative meaning-The literal, or dictionary, meaning of a word. Connotative meaning-All the associations & feelings evoked by a word. Abstract word-Word that expresses a concept, quality, or characteristic; abstractions are usually broad. Concrete word-Word that represents something you can touch, see, or visualize; most concrete terms related to the tangible, material world. Simple sentence-Sentence with one main clause (a single subject & a single predicate). Compound sentence-Sentence with two or more main clauses that expresses two or more independent but related thoughts of equal importance, usually joined by a conjunction such as and, but, or or. Complex sentence-Sentence that expresses one main thought (the independent clause) & one or more subordinate, related thoughts (dependent clauses that can't stand alone as valid sentences). Compound-complex sentence-Sentence with two main clauses, at least one of which contains a subordinate clause. Topic sentence-Sentence that introduces the topic of a paragraph. Transitions-Words or phrases that tie ideas together by showing how one thought is related to another.

Figure 19.2

Figure 19.2 info: Ineffective: -The writer commits three major mistakes in the first paragraph: asking a question that she could answer herself by visiting the company's website, failing to demonstrate any knowledge of the company, and making the message all about her. -This paragraph merely repeats information from the enclosed resume, which wastes the reader's time and wastes the opportunity for the writer to present a more complete picture of herself. -Johns attempts to show that she understands retailing. but this paragraph comes across as an arrogant lecture. The tone is particularly inappropriate, given that she is writing to the store's top manager. -The call to action is overly aggressive, and it presumes that the reader will be available and willing to take a phone call from a complete stranger about a job opening that might not even exist. Effective: -Johns gets the reader's attention by demonstrating good awareness of the company and the type of people it hires, presents herself as just such a professional and then asks to be considered for any relevant job openings. -Johns uses the body of her letter to expand on the information presented in her résumé, rather than simply repeating that information. -The close builds the reader's interest by demonstrating knowledge of the company's policy regarding promotion. -The call to action is respectful, and it makes a response easy for the reader by providing both phone and email contact information.

Choosing the Best Way to Develop Each Paragraph

Five ways to develop paragraphs: -Illustration -Comparison or contrast -Cause and effect -Classification -Problem and solution -You have a variety of options for developing paragraphs, each of which can convey a specific type of idea. Five of the most common approaches are illustration, comparison or contrast, cause and effect, classification, and problem and solution. -In some instances combining approaches in a single paragraph is an effective strategy. Notice how the example provided for "Problem and solution" in Table 5.6 also includes an element of illustration by listing some of the unique products that could be part of the proposed solution. When combining approaches, however, do so carefully so that you don't lose readers partway through the paragraph. -In addition, before settling for the first approach that comes to mind, consider alternatives. Think through various methods before committing yourself, or even write several test paragraphs to see which method works best. By avoiding the easy habit of repeating the same old paragraph pattern time after time, you can keep your writing fresh and interesting.

Chapt 4 Vocab

General Purpose-The broad intent of a message-to inform, to persuade, or to collaborate with the audience. Specific Purpose-Identifies what you hope to accomplish with your message & what your audience do or think after receiving your message. Free writing-An exploratory technique in which you write whatever comes to mind, without stopping to make any corrections, for a set period of time. Journalist approach-Verifying the completeness of a message by making sure it answers the who, what, when, where, why & how questions. Memos-Brief printed documents traditionally used for the routine, day-to-day exchange of info within an organization. Letters-Brief written messages sent to customers & other recipients outside an organization. Topic-The overall subject of a message. Main Idea-A specific statement about the topic of a message. Scope-The range of info presented in a message, its overall length, & the level of detail provided. Direct approach-Message organization that starts with the main idea (such as a recommendation, a conclusion, or a request) & follows that with supporting evidence. Indirect approach-Message organization that starts with the evidence & builds a case before presenting the main idea.

Addressing Areas of Concern

Many people have gaps in their careers or other issues that could be a concern for employers. Here are some common issues and suggestions for handling them in a résumé: -Slow Career Growth -Frequent Job Changes:If you've had a number of short-term jobs of a similar type, such as independent contracting and temporary assignments, you can group them under a single heading. Also, if past job positions were eliminated as a result of layoffs or mergers, find a subtle way to convey that information (if not in your résumé, then in your cover letter). Reasonable employers understand that many professionals have been forced to job hop by circumstances beyond their control. -Gaps in Work History: Mention relevant experience and education you gained during employment gaps, such as volunteer or community work. -Inexperience:.Mention related volunteer work and membership in professional groups. List relevant course work and internships. -Overqualification: Tone down your résumé, focusing exclusively on the experience and skills that relate to the position. -Long-Term Employment with One Company: Itemize each position held at the firm to show growth within the organization and increasing responsibilities along the way. -Job Termination for Cause: Be honest with interviewers and address their concerns with proof, such as recommendations and examples of completed projects. -Criminal Record: You don't necessarily need to disclose a criminal record or time spent incarcerated on your résumé, but you may be asked about it on job application forms. Laws regarding what employers may ask (and whether they can conduct a criminal background check) vary by state and profession, but if you are asked and the question applies to you, you are legally bound to answer truthfully. Use the interview process to explain any mitigating circumstances and to emphasize your rehabilitation and commitment to being a law-abiding, trustworthy employee.

Identify the most important considerations in the preproduction, production, and postproduction stages of producing basic business videos. (1 of 3)

The key tasks in the preproduction stage are: -verifying your purpose and scope. -thinking about the composition of the scenes you want to film. -deciding where you'll place your camera(s), planning lighting. -making arrangements for sound recording. -writing a shot list or full script as appropriate. -identifying B-roll material that will enhance the final video. (1 of 3)

Review Making apps and websites mobile friendly & (Figure 7.2)

•-Location-based services. Location-based social networking links the virtual world of online social networking with the physical world of retail stores and other locations. As mobile web use in general continues to grow, location-based networking promises to become an important business communication medium because mobile consumers are a significant economic force—through the purchases they make directly and through their ability to influence other consumers. •-Gamification. The addition of game-playing aspects to apps and web services, known as gamification, can increase audience engagement and encourage repeat use. •-Augmented reality. Superimposing data on live camera images can enrich experiences for consumers and supply useful information to business users (see Figure 7.2). The Future of Communication box has more on augmented reality and virtual reality.-Wearable technology. From virtual-reality goggles to smartwatches to body-movement sensors, wearable technology pushes the radical connectivity of mobile to the next level. Some of these items work as auxiliary screens and controls for other mobile devices, but others are meant for independent use. One of the key promises of wearable technology is simplifying and enhancing everyday tasks for consumers and employees alike. •-Mobile blogging. Smartphones and tablets are ideal for mobile blogs, sometimes known as moblogs. The mobile capability is great for workers whose jobs keep them on the move and for special-event coverage such as live-blogging trade shows and industry conventions. •-Mobile podcasting. Similarly, smartphone-based podcasting tools make it easy to record audio on the go and post finished podcasts to your blog or website. •-Cloud-based services. Mobile communication is ideal for cloud-based services—digital services that rely on resources stored in the cloud.

Gender differences

•General Perceptions of Gender Roles •Gender Representation in Management Roles •Different Communication Styles •Outdated Concepts of Gender and Sexual Orientation -1: The perception of gender roles in business varies from culture to culture, and gender bias can range from overt discrimination to subtle and even unconscious beliefs. -2: the share of management roles held by men increases steadily the further one looks up the corporate ladder. This imbalance can significantly affect communication in such areas as mentoring, which is a vital development opportunity for lower and middle managers who want to move into senior positions. In one survey, for example, some men in executive positions expressed reluctance to mentor women, partly because they find it easier to bond with other men and partly out of concerns over developing relationships that might seem inappropriate. -3: evidence suggests that men and women tend to have somewhat different communication styles. Broadly speaking, men emphasize content and outcomes in their communication efforts, whereas women place a higher premium on relationship maintenance. men are more likely than women to try to negotiate a pay raise. Moreover, according to research by Linda Babcock of Carnegie Mellon University, both men and women tend to accept this disparity, viewing assertiveness as a positive quality in men but a negative one in women. -4: outdated concepts of gender and sexual orientation continue to be a source of confusion, controversy, and discrimination. Many people do not fit or wish to be fit into a simplistic heterosexual, male/female categorization scheme, but discriminatory company policies and the behaviors and attitudes of supervisors and coworkers can deprive these individuals of a fair and satisfying work experience. In response, many companies have taken steps to ensure equal opportunities and fair treatment for lesbian, gay, bisexual, and transgender (LGBT) job applicants and employees. Companies can also take steps to make sure their nondiscrimination policies protect employees' right to gender expression based on personal gender identity. -Communication plays a critical role in all these efforts, from listening to the needs of diverse employee groups to providing clear policies and educating employees on important issues.

Ensuring Ethical Communication

•Three Elements -Ethical individuals -Ethical company leadership -Appropriate policies and structures -Code of Ethics-A code is often part of a larger program of employee training and communication channels that allow employees to ask questions and report instances of questionable ethics. -Ethics Audits-To ensure ongoing compliance with their codes of ethics. -Questions to ask yourself: •Have you defined the situation fairly and accurately? •What is your intention in communicating this message? •What impact will this message have on the people who receive it or who might be affected by it? •Will the message achieve the greatest possible good while doing the least possible harm? •Will the assumptions you've made change over time? That is, will a decision that seems ethical now seem unethical in the future? •Are you comfortable with your decision? Would you be embarrassed if it were printed in tomorrow's newspaper or spread across the Internet? Think about a person whom you admire and ask yourself what he or she would think of your decision. These three elements need to work in harmony. If employees see company executives making unethical decisions and flouting company guidelines, they might conclude that the guidelines are meaningless and emulate their bosses' unethical behavior. A code is often part of a larger program of employee training and communication channels that allow employees to ask questions and report instances of questionable ethics. To ensure ongoing compliance with their codes of ethics, many companies also conduct ethics audits to monitor ethical progress and to point out any weaknesses that need to be addressed. In the absence of clear guidelines, ask yourself the following questions about your business communications: ●● Have you defined the situation fairly and accurately? ●● What is your intention in communicating this message? ●● What impact will this message have on the people who receive it or who might be affected by it? ●● Will the message achieve the greatest possible good while doing the least possible harm? ●● Will the assumptions you've made change over time? That is, will a decision that seems ethical now seem unethical in the future? ●● Are you comfortable with your decision? Would you be embarrassed if it were printed in tomorrow's newspaper or spread across the Internet? Think about a person whom you admire and ask yourself what he or she would think of your decision.

Table 15.1 Content Elements to Consider for Reports and Proposals (6 of 9)

(6 of 9)

Table 6.3 (2 of 5)

(2 of 5)

Analyzing a formal report (12 of 14)

-An informative title in the table is consistent with the way headings are handled throughout this report, and it is appropriate for a report to a receptive audience. -The in-text reference to the table highlights the key point the reader should get from the table. -Including financial estimates helps management envision the impact of the suggestions, even though the estimated savings are difficult to project accurately. -Note how Moreno calls attention in the first paragraph to items in the following table, without repeating the information in the table. (12 of 14)

Reinforcing Your Position & Anticipating Objections

-Believable Evidence -Examine Your Language -Use Metaphors and Analogies -Audience Benefits -After you've worked out the basic elements of your argument, step back and look for ways to strengthen your position. Are all your claims supported by believable evidence? Would a quotation from a recognized expert help make your case? -Next, examine your language. Can you find more powerful words to convey your message? For example, if your company is in serious financial trouble, talking about fighting for survival is a more powerful emotional appeal than talking about ensuring continued operations. As with any other powerful tool, though, use vivid language and abstractions carefully and honestly. -In addition to examining individual word choices, consider using metaphors and other figures of speech. If you want to describe a quality-control system as being designed to detect every possible product flaw, you might call it a "spider web" to imply that it catches everything that comes its way. Similarly, anecdotes (brief stories) can help your audience grasp the meaning and importance of your arguments. Instead of just listing the number of times the old laptop computers in your department have failed, you could describe how you lost a sale when your computer broke down during a critical sales presentation. -Beyond specific words and phrases, look for other factors that can reinforce your position. When you're asking for something, your audience members will find it easier to grant your request if they stand to benefit from it as well. -Identify Areas of Potential Resistance -Find Solutions to Potential Objections -Present All Sides of the Story -Explain the Pros and Cons -Even the most compelling ideas and proposals can be expected to encounter some initial resistance. The best way to deal with audience resistance is to anticipate as many objections as you can and address them in your message before your audience can even bring them up. For instance, if you know that your proposal to switch to lower-cost materials will raise concerns about product quality, address this issue head-on in your message. If you wait until people raise the concern after reading your message, they may gravitate toward another firm before you have a chance to address their concerns. By bringing up such potential problems right away, you also demonstrate a broad appreciation of the issue and imply confidence in your message. This anticipation is particularly important when you're not delivering a message in person and won't have the opportunity to detect and respond to objections on the spot. -To uncover potential audience objections, try to poke holes in your own theories and ideas before your audience does. Then find solutions to the problems you've uncovered. If possible, ask your audience members for their thoughts on the subject before you put together your argument; people are more likely to support solutions they help create. -Keep two things in mind when anticipating objections. First, you don't always have to explicitly discuss a potential objection. You could simply mention that the lower-cost materials have been tested and approved by the quality-control department. Second, if you expect a hostile audience—one biased against your plan from the beginning—present all sides of the story. As you cover each option, explain the pros and cons. You'll gain additional credibility if you present these options before presenting your recommendation or decision.

Organizing Your Information

-L O 4.5 Explain why good organization is important to both you and your audience, and list the tasks involved in organizing a message. -Organization can make the difference between success and failure. Good organization helps you by reducing the time and creative energy needed to create effective messages.

Business Communicators Innovating with Mobile:

-Mobile communication: The 3rd major revolution in business communication in the past 20 yrs (after the World Wide Web and social media). Has the potential to change nearly every aspect of business communication. -Training: Changing markets, govt regulations, and other forces in the business environment, developing and maintaining employee skill sets is an ongoing challenge for most companies. This challenge is made even more difficult when employees are constantly on the move or geographically dispersed. Training materials developed specifically for mobile devices, companies can deliver training content when and where it helps employees the most. -Distributed Decision Making: Complementary aspect to managing remote workers via mobile apps is giving employees the authority to make decisions in the field, rather than relying on managers back in the office. This capability can be particularly vital after accidents or other crisis events, because it lets employees who are on the scene choose the best course of action without delay. -Mobile Glossary: 3G, 4G & 5G: Generational boundaries are loosely defined and each generation includes a number of competing technologies; roughly speaking, we're in a transition from 3G to 4G now, and 5G (whatever it ends up being) won't arrive for at least several more years. Android & IOS: 2 major operating systems/platforms for mobile devices. Android devices are made by a wide variety of manufacturers, but iOS devices are made only by Apple. Bandwidth: Measure of the data-carrying capacity of a mobile, Wi-Fi, or other network connection; streaming video and other demanding applications require a broadband connection, but there's no general agreement on exactly what constitutes broadband. Cellular VS Mobile: 2 terms for the same concept; cellular (derived from the way phone networks are configured) is used mainly in the U.S, whereas mobile is used more generally around the world and is also more descriptive. Context Awareness: Mobile device's ability to modify its operation based on knowledge of where it is; silencing the ringer when you arrive at your office is a simple example. Geofencing: Using the location-sensing capabilities of mobile devices to remotely monitor and control the device and its user; delivery companies, for example, can monitor where their drivers are and make sure they stay within designated areas. Over-the-Top (OTT) Application: A digital service that bypasses a traditional distribution network to provide similar capability, often by using cloud capabilities (WhatsApp using Internet connections to create services traditionally provided by mobile phone carriers.). Phablet: A rather ungainly name for mobile devices that are larger than phones but smaller than tablets. Quick Response (QR) Codes and Near-Field Communication (NFC): Two ways for a mobile device to access additional information; QR codes are square, phone-scannable barcodes that connect the phone to a website; NFC is a short-distance radio technology that enables a data link between a phone and tags that can be attached to products or other locations. -Project Management:Work teams are often dispersed over wide geographic ranges and frequently on the move. Essential element of contemporary project management. Instant access to task status and other vital information helps project managers stay on top of rapidly moving projects and helps team members communicate efficiently. -Remote Workforce Management: Dispersed workforces also present a variety of supervision and management difficulties. Mobile workforce management apps can address many of these problems, from basic functions such as ensuring that workers show up on time at remote job sites to rescheduling customer appointments on the fly to collecting information to share with technical support staff. Sales managers can give just-in-time coaching and encouragement to representatives who are about to call on potential customers. Some systems can even embed information on best practices from experienced workers and deliver virtual coaching to less-experienced workers in the field. -Recruiting: With a target population that is often on the move, companies are responding by integrating mobile into their recruiting processes. These efforts include mobile-friendly job postings, mobile application and recruiting apps, and interviewing systems that let candidates and recruiters connect using their mobile devices.

Age Differences

-U.S. culture youth is (strength, energy, possibilities, and freedom) and age is sometimes associated with declining powers and the inability to keep pace. Older workers offer broader experience, the benefits of important business relationships nurtured over many years, and high degrees of "practical intelligence"—the ability to solve complex, poorly defined problems. -Many Asian societies the oldest employees hold the most powerful jobs, the most impressive titles, and the greatest degrees of freedom and decision-making authority. If a younger employee disagrees with one of these senior executives, the discussion is never conducted in public. The notion of "saving face"—avoiding public embarrassment—is too strong. -Today's workplaces can have 3, 4, or even 5 generations working side by side. Each shaped by dramatically different world events, social trends, and technological advances, so it isn't it surprising that they often have different values, expectations, and communication habits. For instance, Generation Y workers have a strong preference for communicating via short digital messages, but Baby Boomers and Generation Xers sometimes find these brief messages to be abrupt and impersonal. -Lumping people into generations is an imprecise science at best, but it helps to know the labels commonly applied to various age groups and to have some idea of their broad characteristics. These labels are not official, and there is no general agreement on when some generations start and end. -Beneath the superficial differences in technology usage and other factors, various generations are a lot more alike than they are different. -The Silent Generation (born 1928-1945). People in this group are beyond what was once considered the traditional retirement age of 65, but a small number want or need to continue working. -Baby Boomers (1946-1964). This generation, which got its name from the population boom in the years following World War II, is gradually moving into retirement. However, many baby boomers will continue to work beyond age 65 — and hold on to many top management positions that younger employees would like to move into. -Generation X (1965-1980). This group, the second-largest generation in the workforce, sometimes feels caught between the large mass of older baby boomers and the younger millennial generation entering the workforce. As Generation X takes over corporate leadership, it is managing in a vastly different business landscape—one in which virtual organizations and networks of independent contractors replace some of the hierarchy inherited from the baby boomers. ​​This relatively smaller "MTV generation" is responsible for many of the innovations that have shaped communication habits today. -Millennials (1981-1996). This largest generation in the workforce, sometimes referred to as Generation Y, is noted for its entrepreneurial instincts, tech savvy and desire for a more open and sociable workplace than many of their older peers. This generation's comfort level with social media and other communication technologies is helping to change business communication practices but is also a source of concern for managers worried about info leaks and employee productivity. -"Post-Millennials" (1997-). This group, sometimes known as Generation Z, is just beginning to move into the workforce. ​​also known as Generation I (for Internet) or the Net Generation. Those in the first full generation to be born after the World Wide Web was invented are now entering the workforce.

Six Types of Detail (1 of 2)

1 of 2

Distributing the Handouts

-Timing -Nature of Content -Personal Preference -Timing the distribution of handouts depends on their content, the nature of your presentation, and your personal preference. Some speakers like to distribute handout copies of their slides before the presentation begins so that the audience can take notes on them. Doing so can be risky, however, particularly if you've organized your talk with the indirect approach, because the audience can read ahead and reach the conclusion and recommendations before you're able to build up to them yourself. Other speakers simply advise the audience of the types of information covered in handouts but delay distributing anything until they have finished speaking.

Explain how to choose which points in your message to illustrate.

-To decide which points to illustrate, first step back and consider the overall flow of your message from the audience's point of view. -Identify elements of the message that might be complex, vulnerable to misinterpretation, or even dull. -Look for connections between ideas that should be highlighted or extensive collections of data and other discrete factual content that might be difficult to read in textual format.

Overcoming Anxiety

Recognize that nervousness is an indication that you care about your audience, your topic, and the occasion. These techniques will help you convert anxiety into positive energy: -Put yourself into a positive frame of mind before you start. Remind yourself of how well you know the material and how much you enjoy sharing useful or inspirational information. If appropriate for the setting, smile as you take the stage. -Stop worrying about being perfect. Successful speakers focus on making an authentic connection with their listeners, rather than on trying to deliver a note-perfect presentation. -Know your subject. The more familiar you are with your material, the less panic you'll feel. -Practice, practice, practice. The more you rehearse, the more confident you will be. -Visualize success. Visualize mental images of yourself in front of the audience feeling confident, prepared, and able to handle any situation that might arise. Remember that your audience wants you to succeed, too. -Remember to breathe. Tension can lead people to breathe in a rapid and shallow fashion, which can create a lightheaded feeling. Breathe slowly and deeply to maintain a sense of calm and confidence. -Be ready with your opening line. Have your first sentence memorized and on the tip of your tongue. -Be comfortable. Dress appropriately but as comfortably as possible. Drink plenty of water ahead of time to hydrate your voice (bring water with you, too). -Take a three-second break. If you sense that you're starting to race or ramble, pause and arrange your notes or perform some other small task while taking several deep breaths. Then start again at your normal pace. -Concentrate on your message and your audience, not on yourself. When you're busy thinking about your subject and observing your audience's response, you tend to forget your fears. -Maintain eye contact with friendly audience members. Eye contact not only makes you appear sincere, confident, and trustworthy but can give you positive feedback as well. -Keep going. Things usually get better as you move along, with each successful minute giving you more and more confidence. -No one enjoys mistakes, equipment failures, and other troubles, but they are survivable. To learn how several experienced presenters have overcome some serious glitches, see "The Art of Professionalism: Recovering from Disasters." -Confident delivery starts as soon as you become the focus of attention, before you even begin to speak, so don't rush. As you approach the front of the room, walk with confidence, breathe deeply, and stand up straight. Face your audience, adjust the microphone and other equipment as needed, count to three slowly, and then scan the audience. When you find a friendly face, make eye contact and smile. Look away, count to three again, and then begin your presentation. If you are nervous, this slow, controlled beginning will help you establish rapport and appear more confident. Make sure your nonverbal signals send a message of confidence. -Stand tall, with your weight on both feet and your shoulders back. Avoid gripping the lectern or other physical structure. Use your hands to emphasize your remarks with appropriate gestures. Meanwhile, vary your facial expressions to make the message more dynamic. -Finally, think about the sound of your voice. Studies indicate that people who speak with lower pitches at a slightly faster-than-average rate are perceived as being more credible. Try to sound poised and confident, varying your pitch and speaking rate to add emphasis. -Slow down slightly when you're making an important point. Speak clearly and crisply, articulating all the syllables, and sound enthusiastic about what you're saying. Use silence instead of meaningless filler words such as um, you know, okay, and like. Silence adds dramatic punch and gives the audience time to think about your message.

Describe an effective process for conducting business research

-Begin the research process with careful planning to make sure you familiarize yourself with the subject area, identify the most important information gaps you face, and prioritize the questions you need to ask to fill those gaps. Then locate the required data and information, using primary and secondary research as needed. Process the results of your research, analyzing both textual and numeric information to extract averages, trends, and other insights. Apply your findings by summarizing information for someone else's benefit, drawing conclusions based on what you've learned or developing recommendations. Finally, manage information effectively so that you and others can retrieve it later and reuse it in other projects.

Mobile communication

•Greater flexibility •Enhance productivity and collaboration •More engaging experiences for customers and other users Rather than an extension of a traditional work computer, mobile devices can be the primary interface that connects employees to the company's information networks. •Mobile technology has become an essential part of the digital workplace. •Reading and writing are generally more difficult and prone to errors on smaller mobile screens. •Alters the way people live and work, which requires communicators to modify their approach.

Communicating as a Professional

•L O 1.2 Explain what it means to communicate as a professional in a business context. •Professionalism can be broken down into six distinct traits: striving to excel, being dependable and accountable, being a team player, demonstrating a sense of etiquette, making ethical decisions, and maintaining a positive outlook. -Professionalism is the quality of performing at a high level and conducting oneself with purpose and pride. It means doing more than putting in the hours and collecting a paycheck: True professionals go beyond minimum expectations and commit to making meaningful contributions.

Describe the major tasks involved in processing research results

-In most cases you need to process your research results in some fashion before applying them in reports and presentations. The three basic ways to process verbal information are quoting (using someone else's words directly, with appropriate attribution), paraphrasing (restating someone else's words in your own language), and summarizing (creating a shorter version of an original piece of writing). Processing numeric data can involve a variety of statistical analysis techniques. Three basic computations are the mean (what people are referring to when they say "average"), the median (the midpoint in a series, indicating an equal number of lesser and greater values), and the mode (the most frequently occurring value in a series). Processing results can also involve looking for trends and distinguishing causal relationships from correlations and mere coincidences.

Selecting the Best Combination of Media and Channels

-L O 4.4 List the factors to consider when choosing the most appropriate medium for a message. -With the necessary information in hand, your next decision involves the best combination of media and channels to reach your target audience. As you recall from Chapter 1, the medium is the form a message takes and the channel is the system used to deliver the message. The distinction between the two isn't always crystal clear, and some people use the terms in different ways, but these definitions are a useful way to think about the possibilities for business communication. Most media can be distributed through more than one channel, so whenever you have a choice, think through your options to select the optimum combination.

Adapting to Your Audience: Being Sensitive to Audience Needs

-L O 5.1 Identify the four aspects of being sensitive to audience needs when writing business messages. -Whether consciously or not, audiences greet most incoming messages with a selfish question: "What's in this for me?" If your readers or listeners don't think you understand or care about their needs, they won't pay attention, plain and simple. You can improve your audience sensitivity by adopting the "you" attitude, maintaining good standards of etiquette, emphasizing the positive, and using bias-free language.

Using Bias-Free Language (1 of 3) Table 5.1 (1 of 3)

(1 of 3) -Bias-free language avoids words and phrases that unfairly and even unethically categorize or stigmatize people in ways related to gender, race, ethnicity, age, disability, or other personal characteristics. Contrary to what some may think, biased language is not simply about "labels." To a significant degree, language reflects the way we think and what we believe, and biased language may well perpetuate the underlying stereotypes and prejudices it represents. Moreover, because communication is all about perception, simply being fair and objective isn't enough. To establish a good relationship with your audience, you must also appear to be fair. Good communicators make every effort to change biased language (see Table 5.1). Bias can come in a variety of forms: -Gender bias. Avoid sexist language by using the same labels for everyone, regardless of gender. Don't refer to a woman as chairperson and then to a man as chairman. Use chair, chairperson, or chairman consistently. (Note that it is not uncommon to use chairman when referring to a woman who heads a board of directors. Archer Daniels Midland's Patricia Woertz and Xerox's Ursula Burns, for example, both refer to themselves as "chairman.") Reword sentences to use they or to use no pronoun at all rather than refer to all individuals as he. Note that the preferred title for women in business is Ms. unless the individual asks to be addressed as Miss or Mrs. or has some other title, such as Dr. -Racial and ethnic bias. Avoid identifying people by race or ethnic origin unless such a label is relevant to the matter at hand—and it rarely is. -Age bias. Mention the age of a person only when it is relevant. Moreover, be careful of the context in which you use words that refer to age; such words carry a variety of positive and negative connotations. For example, young can imply energy, youthfulness, inexperience, or even immaturity, depending on how it's used. -Disability bias. Physical, mental, sensory, or emotional impairments should never be mentioned in business messages unless those conditions are directly relevant to the subject. If you must refer to someone's disability, put the person first and the disability second. For example, by saying "employees with physical handicaps," not "handicapped employees," you focus on the whole person, not the disability. Finally, never use outdated terminology such as crippled or retarded.

Business Uses of Social Media (1 of 4)

(1 of 4) Fostering Collaboration Extended: -giving meeting or seminar participants a way to meet before an event takes place and to maintain relationships after events. -accelerating the development of teams by helping team. members get to know one another and identify individual areas of expertise. -sharing information throughout the organization.

Adding Headings and Subheadings

-A heading is a brief title that tells readers about the content of the section that follows. -Subheadings are subordinate to headings, indicating subsections within a major section. Headings and subheadings serve these important functions: -Organization. Headings show your reader at a glance how the document is organized. They act as labels to group related paragraphs and organize lengthy material into shorter sections. -Attention. Informative, inviting, and in some cases intriguing headings grab the reader's attention, make the text easier to read, and help the reader find the parts he or she needs to read—or skip. -Connection. Using headings and subheadings together helps readers see the relationship between main ideas and subordinate ones so that they can understand your message more easily. Moreover, headings and subheadings visually indicate shifts from one idea to the next. Headings and subheadings fall into two categories: -Descriptive headings, such as "Cost Considerations," identify a topic but do little more. -Informative headings, such as "Redesigning Material Flow to Cut Production Costs," guide readers to think in a certain way about the topic. Are generally more helpful than descriptive ones. Well-written informative headings are self-contained, which means readers can read just the headings and subheadings and understand them without reading the rest of the document. Helpful especially if cast as questions you plan to address in your document. Remember -Whatever types of headings you choose, keep them brief and use parallel construction throughout the document.

Step 1:Planning Business Messages

-Analyze the Situation -Gather the Information -Choose Medium and Channel -Organize the Information -To plan any message, first analyze the situation by defining your purpose and developing a profile of your audience. -When you're sure of what you need to accomplish with your message, gather the information that will meet your audience's needs. -Next, select the best combination of medium and channel to deliver your message. -Then organize the information by defining your main idea, limiting your scope, selecting the direct or indirect approach, and outlining your content. Planning messages is the focus of this chapter.

Types of Proposals (1 of 2)

-Internal proposals request decisions from managers within the organization, such as proposals to buy new equipment or launch new research projects. Examples of external proposals include grant proposals, which request funds from government agencies and other sponsoring organizations, and sales proposals, which suggest individualized solutions for potential customers and request purchase decisions. (1 of 2)

Considering Photos, Videos, Presentations and Infographics

As you produce your résumé in various formats, you will encounter the question of whether to include a photograph of yourself on or with your résumé. For print or digital documents that you will be submitting to employers or job websites, the safest advice is to avoid photos. The reason is that seeing visual cues of the age, ethnicity, and gender of candidates early in the selection process exposes employers to complaints of discriminatory hiring practices. In fact, some employers won't even look at résumés that include photos, and some applicant tracking systems automatically discard résumés with any extra files. However, photographs are acceptable and expected for social media résumés and other online formats where you are not actively submitting a résumé to an employer. In addition to the six main résumé formats, some applicants create PowerPoint or Prezi presentations, videos, or infographics to supplement a conventional résumé. Two key advantages of a presentation supplement are flexibility and multimedia capabilities. Benefits of presentations (Prezi/PowerPoint): - Present a menu of choices on the opening screen and allow viewers to click through to sections of interest. -Most of the things accomplished with a presentation can be done with an online résumé, which is probably more convenient for most readers. A video résumé can be a compelling supplement as well, but be aware that some employment law experts advise employers not to view videos, at least not until after candidates have been evaluated solely on their credentials. The reason for this caution is the same as with photographs. In addition, videos are more cumbersome to evaluate than paper or digital résumés, and many recruiters refuse to watch them. However, not all companies share this concern over videos, so you'll have to research their individual preferences. Research the preferences of the companies on your target list before you decide to invest time and money in a video résumé or supplement. Some accept videos: -Online retailer Zappos An infographic résumé attempts to convey a person's career development and skill set graphically through a visual metaphor such as a timeline or subway map or as a poster with an array of individual elements. A well-designed infographic could be an intriguing element of the job-search package for candidates in certain situations and professions because it can definitely stand out from traditional résumés and can show a high level of skill in visual communication. Problems with infographics: -Likely to be incompatible with most applicant tracking systems(A.T.S). -Incompatible with the screening habits of most recruiters. -Risk getting your info tossed out. Infographics can be helpful: -Should complement a conventional résumé, NOT replace it. -Successful infographics require graphical design skills that many job seekers don't have.

Using three step process for writing negative messages

Can have these goals: Convey bad news Gain acceptance of bad news Maintain as much goodwill as possible Maintain good image Reduce/eliminate need for future correspondence on issue Planning a negative message Analyze situation to understand context Have clear purpose Gather information needed for audience to understand and accept message Select right media and channel In person is best for negative news Choose the direct or indirect approach Readers attention immediately? Direct Reader prefer direct style? Direct Minor or routine? Direct Emotional connection or dire consequences for reader? Indirect Shock? Indirect Writing negative message Write clearly and sensitively Establish credibility if it is not known Use positive words Completing a negative message Evaluate for completeness, conciseness, and clarity Deliver messages promptly

The Conventional Communication Model 1

Figure 1.5 The Conventional Communication Process -Figure Caption: This eight-step model is a simplified view of how communication works in real life; understanding this basic model is vital to improving your communication skills. -Considering the complexity of this process—and the barriers and distractions that often stand between sender and receiver—it should come as no surprise that communication efforts often fail to achieve the sender's objective. Fortunately, the better you understand the process, the more successful you'll be. -Long description: The eight steps depicted in the illustration are as follows: 1.Sender has an idea 2.Sender encodes that idea in a message 3.Sender produces that message in a medium 4.Sender transmits the message through a channel 5.Receiver receives the message 6.Receiver decodes the message 7.Receiver responds to the message 8.Receiver might also provide feedback to the sender.

Balancing the Three Types of Persuasive Appeals

Consider Four Factors: -Actions you hope to motivate -Readers' expectations -Degree of resistance -Position in the power structure of the organization -Imagine you're sitting at a control panel with one knob labeled "logic" and another labeled "emotion." As you prepare persuasive messages, carefully adjust each knob, tuning the message for maximum impact (see Figure 12.3). Too little emotion, and your audience might not care enough to respond. Too much emotion, and your audience might think you are ignoring tough business questions or even being irrational. -In general, persuasive business messages rely more heavily on logical than on emotional appeals because the main idea is usually to save money, increase quality, or improve some other practical, measurable aspect of business. To find the optimum balance, consider four factors: (1) the actions you hope to motivate, (2) your readers' expectations, (3) the degree of resistance you need to overcome, and (4) your position in the formal and informal power structure of the organization. Figure 12.3: Whenever you plan a persuasive message, imagine you have a knob that turns from emotion at one extreme to logic at the other, letting you adjust the relative proportions of each type of appeal. Compare these two outlines for a proposal that asks management to fund an on-site daycare center. The version on the left relies heavily on emotional appeals, whereas the version on the right uses logical appeals (inductive reasoning, specifically). Through your choice of words, images, and supporting details, you can adjust the emotion- to-logic ratio in every message.

Figure 19.6

Figure 19.6 info: Ineffective: -The subject line is too generic and doesn't give the reader any clues about the content of the message. -The message oozes with enthusiasm but beyond that it doesn't really say anything to further the candidate's cause -The writer fails to use this opportunity to confirm his ability to perform the job. -The tone here is too personal, and the closing line is too demanding. Effective: -The subject line lets the reader know what the message is about, which increases the chances she'll read it. -The opening expresses appreciation and enthusiasm without overdoing it. -Espinosa takes the opportunity to provide additional information-in this instance, reversing something he said in the interview. -He uses the close to confirm his ability to do the job and to emphasize some positive personal characteristics.

Analyzing the Situation & Fig 16.2 Planning for Various Audience Mindsets

Define Your Purpose: -Inform -Persuade -Collaborate Develop an Audience Profile: -Emotional State -Comfort Level with Your Language -As with written communications, analyzing the situation for a presentation involves defining your purpose and developing an audience profile. The purpose of most of your presentations will be to inform or to persuade, although you may occasionally need to make a collaborative presentation, such as when you're leading a problem-solving or brainstorming session. Given the time limitations of most presentations and the live nature of the event, make sure your purpose is crystal clear so that you make the most of the opportunity and show respect for your listeners' time and attention. -When you develop your audience profile, try to anticipate the likely emotional state of your audience members. Figure 16.2 offers tips for dealing with a variety of audience mindsets. -You also need to determine whether your audience is comfortable listening to the language you speak. Listening to an unfamiliar language is much more difficult than reading that language, so an audience that might be able to read a written report might not be able to understand a presentation covering the same material. -Try to assess the emotional state of your audience ahead of time so you can plan your presentation approach accordingly.

Step 2: Writing Persuasive Messages

Encourage a Positive Response By: -Using Positive and Polite Language -Respecting Cultural Differences -Being Sensitive to Organizational Cultures -Establishing Your Credibility -Encourage a positive response to your persuasive messages by (1) using positive and polite language, (2) understanding and respecting cultural differences, (3) being sensitive to organizational cultures, and (4) taking steps to establish your credibility. -Positive language usually happens naturally with persuasive messages because you're promoting an idea or product you believe in. However, take care not to inadvertently insult your readers by implying that they've made poor choices in the past and that you're here to save them from their misguided ways. -Be sure to understand cultural expectations as well. For example, a message that seems forthright and direct in a low-context culture might seem brash and intrusive in a high-context culture. -Just as social culture affects the success of a persuasive message, so too does the culture within an organization. For instance, some organizations handle disagreement and conflict indirectly, behind the scenes, whereas others accept and even encourage open discussion and sharing differing viewpoints.

Tips for Successful Messaging

Follow these tips to ensure successful communication on any messaging system: -Adjust your tone and level of formality to match the situation. With close colleagues, you can often relax the standards of writing if doing so helps you communicate quickly and it isn't out of line with company culture. Be aware that on a corporate messaging system, your messages will probably be archived and can be searched by others, so don't write anything you wouldn't want managers or others to see. With customers and other external audiences or colleagues whom you don't know well, maintain a more formal, though still conversational, style (see Figure 7.5). Also, be mindful when messaging people whose native language differs from yours; casual writing can be more difficult for them to grasp quickly. -Use acronyms carefully. As with tone and formality, adjust your use of acronyms, such as IMO ("in my opinion") and HTH ("hope that helps"), to match the situation. Acronyms can speed up communication, but they are definitely informal and generally shouldn't be used when communicating with senior managers or customers. -Know your company's security policies. Messaging systems vary widely in terms of network security, and your firm may have strict rules about the types of communication you are allowed to conduct via text messaging, workgroup messaging, or other platforms. -Don't use messaging for lengthy, complex messages. These systems are optimized for short messages, and reading long messages on them can be a chore. Use email or another format instead. -Try to avoid carrying on multiple messaging exchanges at the same time. This will minimize the chance of sending messages to the wrong people or making one person wait while you tend to another conversation.

Layouts Chapter 15

Headings: -Many companies specify a format, either through style guides or document templates. -If creating your own scheme, make sure the hierarchy of headings and subheadings is clear. -If you've 3 levels of headings in a report, for example (use 20-point bold type for the first-level headings, 16 points for the second level, and 12 points for the third level). -One option is to put the first-level headings in all capital letters or to emphasize them using color. Transitions: -Can be words, sentences, or complete paragraphs. -Different phrases alert readers, for example ("As you can see" alerts readers to the fact that they're reading a summary of the info just presented. "However" alerts readers to the fact that evaluating some choices, problems, outcomes, etc, requires some additional discussion.) Previews & Reviews: -Previews (Particularly helpful when the info is complex, unexpected, or unfamiliar). -Reviews (Long reports and those dealing with complex subjects can often benefit from multiple review sections, one at the end of every major subject block, as well as a more comprehensive review at the very end of a document). -Both (Can be written in sentence format, in bulleted lists, or using a combo of the two. Are effective, but bullets can increase your document's readability by adding white space to the document design). Pgs 417-418

Distributing Your Résumé

How you distribute your résumé depends on the number of employers you target and their preferences for receiving résumés. Employers usually list their requirements on their websites, so verify this information and follow it carefully. Beyond that, here are some general distribution tips: -Mailing printed résumés. Take some care with the packaging. Spend a few extra cents to mail these documents in a flat 9 × 12 envelope, or better yet, use a Priority Mail flat-rate envelope, which gives you a sturdy cardboard mailer and faster delivery for just a few more dollars. -Emailing your résumé. Some employers want applicants to include the text of their résumés in the body of an email message; others prefer an attached Microsoft Word or PDF file. If you have a reference number or a job ad number, include it in the subject line of your email message. -Submitting your résumé to an employer's website. Many employers, including most large companies, now prefer or require applicants to submit their résumés online. In some instances you will be asked to upload a complete file. In others you will need to copy and paste sections of your résumé into individual boxes in an online application form. -Posting your résumé on job websites. You can post your résumé on general-purpose job websites such as Monster and CareerBuilder, on more specialized job boards that address specific professions, or with staffing services such as Volt. Roughly 100,000 job boards are now online, so you'll need to spend some time looking for sites that specialize in your target industries, regions, or professions. Before you upload your résumé to any site, however, learn about its privacy protection. Some sites allow you to specify levels of confidentiality, such as letting employers search your qualifications without seeing your personal contact information or preventing your current employer from seeing your résumé. Don't post your résumé to any website that doesn't give you the option of restricting the display of your contact information. Only employers that are registered clients of the service should be able to see your contact information.

Defining Your Purpose

Informational Reports: -Address a Predetermined Need -Meet Specific Audience Expectations Analytical Reports: -Written in Response to Perceived Problem or Opportunity -Clear Statement of Purpose -Given the length and complexity of many reports, it's crucial to clearly define your purpose so you don't waste time with avoidable rework. -Informational reports often address a predetermined need and must meet specific audience expectations. For example, you may be asked to write reports that verify your company's compliance with government regulations, that summarize sales, or that monitor a process—all of which have audiences who expect certain information in a certain format. With other informational reports, you will need to uncover audience needs before you can define the optimum purpose. -Analytical reports and proposals are almost always written in response to a perceived problem or a perceived opportunity. A clear statement of this problem or opportunity helps frame the communication challenge by identifying what you're going to write about, but it's insufficient to guide your writing efforts. To plan effectively, address the problem or opportunity with a clear statement of purpose that defines why you are preparing the report (see Table 14.1). -Analytical reports and proposals are almost always written in response to a perceived problem or a perceived opportunity. A clear statement of this problem or opportunity helps frame the communication challenge by identifying what you're going to write about, but it's not enough to guide your writing efforts. To plan effectively, address the problem or opportunity with a clear statement of purpose that defines why you are preparing the report.

Figure 17.8 (2 of 2)

Left This slide introduces three key points the speaker wants to emphasize in this particular section. Right: This slide shows a linear flow of ideas, each with bulleted subpoints. This side could be revealed one section at a time to help the speaker keep the audience's attention focused on a single topic. Left. This flowchart packs a lot of information onto one slide, but seeing the sequence of events in one place is essential. Right This simple visual highlights the presenter's spoken message about being careful to choose the right tasks to focus on and then completing them quickly. These slides, from a presentation that addresses a company's high employee turnover rate, illustrate the wide variety of design options you have for creating effective, appealing slides. (All the slides were created using features in PowerPoint.) (2 of 2)

Editing for Clarity and Conciseness & Editing for Clarity & Table 6.2 (1 of 3)

L O 6.3 Describe eight steps you can take to improve the clarity of your writing, and give four tips on making your writing more concise. -After you've reviewed and revised your message for readability, your next step is to make your message as clear and as concise as possible. -Break up overly long sentences. If you find yourself stuck in a long sentence, you're probably trying to make the sentence do more than it reasonably can, such as expressing two dissimilar thoughts or peppering the reader with too many pieces of supporting evidence at once. (Did you notice how difficult this long sentence was to read?) -Rewrite hedging sentences. Hedging means pulling back from making a confident, definitive statement about a topic. Granted, sometimes you have to write may or seems to avoid stating a judgment or prediction as a fact. When you hedge too often or without good reason, however, you come across as being unsure of what you're saying. -Impose parallelism. When you have two or more similar ideas to express, make them parallel by using the same grammatical construction. Parallelism shows that the ideas are related, of similar importance, and on the same level of generality. -Correct dangling modifiers. Sometimes a modifier is not just an adjective or an adverb but an entire phrase modifying a noun or a verb. Be careful not to leave this type of modifier dangling, with no connection to the subject of the sentence. -Reword long noun sequences. When multiple nouns are strung together as modifiers, the resulting sentence can be hard to read. See if a single well-chosen word will do the job. If the nouns are all necessary, consider moving one or more to a modifying phrase, as shown in Table 6.2. -Replace camouflaged verbs. Watch for words that end in -ion, -tion, -ing, -ment, -ant, -ent, -ence, -ance, and -ency. These endings often change verbs into nouns and adjectives, requiring you to add a verb to get your point across. -Clarify sentence structure. Keep the subject and predicate of a sentence as close together as possible. When the subject and predicate are far apart, readers may need to read the sentence twice to figure out who did what. Similarly, adjectives, adverbs, and prepositional phrases usually make the most sense when they're placed as close as possible to the words they modify. -Clarify awkward references. If you want readers to refer to a specific point in a document, avoid vague references such as the above-mentioned, as mentioned above, the aforementioned, the former, the latter, and respectively. Use a specific pointer such as "as described in the second paragraph on page 162."

Organizational Strategies for Informational Reports & Creating Successful Business Plans

Most informational reports use a topical organization, arranging the material by topic in one of the following ways: -Comparison. Showing similarities and differences (or advantages and disadvantages) between two or more entities -Importance. Building up from the least important item to the most important (or from most important to the least, if you don't think your audience will read the entire report) -Sequence. Organizing the steps or stages in a process or procedure -Spatial orientation. Organizing parts of a physical space by their relative locations -Chronology. Organizing a chain of events in order from oldest to newest or vice versa -Geography. Organizing by region, city, state, country, or other geographic unit -Category. Grouping by topical category, such as sales, profit, cost, or investment -Whichever pattern you choose, use it consistently so that readers can easily follow your discussion from start to finish. Of course, certain reports (such as compliance or monitor-and-control reports) must follow a prescribed flow. Mission, Structure, Objectives, and Operations: -Before the Company is Launched -When Company is Seeking Funding -After Company is Up and Running -A business plan is a comprehensive document that describes a company's mission, structure, objectives, and operations. In general, business plans can be written during three separate phases of a company's life: (1) before the company is launched, when the founders are defining their vision of what the company will be; (2) when the company is seeking funding, in which case the business plan takes on a persuasive tone to convince outsiders that investing in the firm would be a profitable decision; and (3) after the company is up and running and the business plan serves as a monitor-and-control mechanism to make sure operations are staying on track. -At any stage, a comprehensive business plan forces you to think about personnel, marketing, facilities, suppliers, distribution, and a host of other issues vital to a company's success.

Learning to Think Like an Employer

Quality of Hire -Your Ability to Perform -Your Overall Reliability -Your Motivation Level -When you know your side of the hiring equation a little better, switch sides and look at it from an employer's perspective. Recognize that companies take risks with every hiring decision—the risk that the person hired won't meet expectations and the risk that a better candidate has slipped through their fingers. Many companies judge the success of their recruiting efforts by quality of hire, a measure of how closely new employees meet the company's needs. Given this perspective, what steps can you take to present yourself as the low-risk, high-reward choice? -Of course, your perceived ability to perform the job is an essential part of your potential quality as a new hire. However, hiring managers consider more than just your ability to handle the job. They want to know if you'll be reliable and motivated—if you're somebody who "gets it" when it comes to being a professional in today's workplace. A great way to get inside the heads of corporate recruiters is to "listen in" on their professional conversations by reading periodicals such as Workforce Management and blogs such as Fistful of Talent and The HR Capitalist.

Using Lists to Clarify and Emphasize

Set Off Important Ideas: -Series of words, names, or other items Simplify: -Break down complex subjects Highlight: -Sequences of ideas -An effective alternative to using conventional sentences is to set off important ideas in a list—a series of words, names, or other items. Lists can show the sequence of your ideas, heighten their visual impact, and increase the likelihood that a reader will find key points. In addition, lists help simplify complex subjects, highlight main points, visually break up a page or screen, ease the skimming process for busy readers, and give readers a breather. -You can separate list items with numbers, letters, or bullets (a general term for any kind of graphical element that precedes each item). Bullets are generally preferred over numbers, unless the list is in some logical sequence or ranking or you need to refer to specific list items elsewhere in the document. -Lists are easier to locate and read if the entire numbered or bulleted section is set off by a blank line before and after. Furthermore, make sure to introduce lists clearly so that people know what they're about to read. Ways: -introduce lists is to make them a part of the introductory sentence. -introduce a list is to precede it with a complete introductory sentence, followed by a colon. -Regardless of the format you choose, the items in a list should be parallel; that is, they should all use the same grammatical pattern. For example, if one list item begins with a verb, every item should begin with a verb. If one item is a noun phrase, all should be noun phrases.

Organizational Strategies for Proposals

Solicited Proposal: -Direct Approach -Receptive Audience -Focus on Recommendations Unsolicited Proposal: -Indirect Approach -Skeptical Audience -Establish Credibility -Convince Audience that Problem Exists -Your choice of structure for proposals depends on whether the proposal is solicited and, if so, whether you expect readers to be receptive to your specific recommendation. In general, your audience is likely to be more receptive to solicited proposals because the problem and the solution have already been identified. Submit your proposal for the solution specified in the RFP, and structure the proposal using the direct approach to focus on your recommendation. As soon as possible within the constraints of the RFP requirements, identify why your solution is unique and deserves close consideration. -Depending on the circumstances and your relationship with the recipient, the indirect approach is often better for unsolicited proposals. When writing unsolicited proposals, you must first convince the audience that a problem exists and establish your credibility if you are unknown to the reader. At the same time, you need to give the reader a compelling reason to keep reading a document that he or she didn't request. Follow the AIDA model or a similar approach to grab the reader's attention quickly. For an external proposal, for instance, you might start off with an attention-getter such as "In working with other companies in your industry, our productivity specialists were able to reduce their operating costs by as much as 15%." Then, to convince the reader that you can back up that claim, present your solution in a logical fashion, with solid evidence, leading up to a request for a decision (see "Ethics Detective: Solving the Case of the Overblown Proposal").

Disadvantages of teams

Teams need to be aware of and work to counter the following potential disadvantages: •Groupthink- Teams afflicted with groupthink can be so focused on protecting group harmony that they oversimplify problems, ignore info that threatens consensus, and fail to consider risks and negative consequences. Like other social structures, business teams can generate tremendous pressure to conform. Occurs when peer pressure causes individual team members to withhold contrary opinions and to go along with decisions they don't really believe in. The consequences of groupthink can range from bland, unimaginative work to outright disasters. •Hidden Agendas-such as a desire to take control of the group, to undermine someone else on the team, or to pursue a business goal that runs counter to the team's mission, or to pursue an incompatible goal. •Cost- Aligning schedules, arranging meetings, and coordinating individual parts of a project can eat up a lot of time and money. Overload- Some companies have embraced collaborative work approaches to such an extent that they're overloading employees with team assignments. Moreover, as a company's best contributors gain a reputation for helping others and getting things done, they often find themselves assigned or invited to even more team efforts. As a result, team activities can take up so much of a person's day that individual responsibilities get pushed to nights and weekends, leading to exhaustion and lower productivity.

Writing Promotional Messages for Social Media

The AIDA model and similar approaches have been successful with marketing and sales messages for decades, but in the social media landscape consumers are more apt to look for product information from other consumers, not from the companies marketing those online conversations. Follow these guidelines (see Figure 12.6): -Facilitate community building. Give customers and other audiences an opportunity to connect with you and one another, such as on your Facebook page or through members-only online forums. -Listen at least as much as you talk. Listening is just as essential for online conversations as it is for in-person conversations. -Initiate and respond to conversations within the community. Through your website, blog postings, social network profiles and messages, newsletters, and other tools, make sure you provide the information customers need in order to evaluate your products and services. Use conversation marketing, rather than traditional promotion, to initiate and facilitate conversations in your networked community of customers, journalists, bloggers, and other interested parties. -Provide information people want. Whether it's industry-insider news, in-depth technical guides to using your products, or brief answers to questions posted on community Q&A sites, fill the information gaps about your company and its products. -Identify and support your champions. In marketing, champions are the most enthusiastic fans of your company and its products. Champions are so enthusiastic they help spread your message (through their social media accounts, for instance), defend you against detractors, and help other customers use your products. -Be real. Social media audiences respond positively to companies that are open and conversational about themselves, their products, and subjects of shared interest. In contrast, if a company is serving its stakeholders poorly with shoddy products, bad customer service, or unethical behavior, an attempt to improve its reputation by adopting social media without fixing the underlying problems is likely to fail as soon as audiences see through the superficial attempt to "be social." -Integrate conventional marketing and sales strategies at the right time and in the right places. AIDA and similar approaches are still valid for specific communication tasks, such as conventional advertising and the product promotion pages on your website.

Focusing on Logical Arguments & Planning Proposals

The Indirect Approach: -When readers are likely to be skeptical or hostile to the conclusion or recommendation you plan to make, use an indirect approach. If you guide people along a logical path toward the answer, they are more likely to accept it when they encounter it. The two most common logical approaches are known as the 2 + 2 = 4 approach and the yardstick approach. -The 2 + 2 = 4 Approach. The 2 + 2 = 4 approach is so named because it convinces readers of your point of view by demonstrating that everything adds up. The main points in your outline are the main reasons behind your conclusions and recommendations. You support each reason with the evidence you collected during your analysis. Because of its natural feel and versatility, the 2 + 2 = 4 approach is generally the most persuasive and efficient way to develop an analytical report for skeptical readers. When organizing your own reports, try this structure first. You'll find that many business situations lend themselves nicely to this pattern of logical argumentation. -The Yardstick Approach. The yardstick approach is useful when you need to use a number of criteria to evaluate one or more possible solutions. These criteria become the "yardstick" by which you measure the various alternatives. With this approach, you begin by discussing the problem or opportunity and then list the criteria that will guide the decision. The body of the report then evaluates the alternatives against those criteria. The main points of the outline are either the criteria themselves or the alternatives. Is particularly useful for proposals when the audience has provided a list of criteria the solution must meet. Two potential drawbacks: -First, your audience members need to agree with the criteria you're using in your analysis. If they don't, they won't agree with the results of the evaluation. If you have any doubt about their agreement, build consensus before you start your report, if possible, or take extra care to explain why the criteria you're using are the best ones in this particular case. -Second, the yardstick approach can get tedious when you have many options to consider or many criteria to compare them against. One way to minimize repetition is to compare the options in tables and then highlight the most unusual or important aspects of each alternative in the text so that you get the best of both worlds. This approach allows you to compare all the alternatives against the same yardstick while calling attention to the most significant differences among them. -L O 14.4 Explain how to choose an organizational strategy when writing a proposal. -Proposals are written for both internal and external audiences.

Figure 5.5

This sentence serves as both a topic sentence for this paragraph and as a statement about the main idea of the entire message. Note that because she is inviting her colleagues to have a brainstorming session, she doesn't try to impose a solution in this message. This sentence is an introduction to the Walmart web article that she would like her readers to review. This sentence functions as a transition from the discussion about Walmart and as a topic sentence for the paragraph. The request for action here is the topic sentence of this paragraph.

Report Structure

Three Main Sections: -The Introduction -The Body -The Close -Writing lengthy reports and proposals can be a huge task, so be sure to take advantage of technological tools to help throughout the process. In addition to features such as automatic table of contents and index generators, look for opportunities to use linked and embedded documents to incorporate graphics, spreadsheets, databases, and other elements produced in other software programs. For instance, in Microsoft Office you can choose to either link to another file (which ensures that changes in that file are reflected in your file) or embed another file (which doesn't include the automatic updating feature). -Like other written business communications, reports and proposals have three main sections: an introduction (or opening), a body, and a close. The content and length of each section vary with the type and purpose of the document, the document's organizational structure, the length and depth of the material, the document's degree of formality, and your relationship with your audience. Analytical Report: -Introduction: -Problems/purpose -Scope & limitations -Background -Sources & methods -Definitions -Previews key points -Body Paragraph (Provide complete details): -Facts, statistics, evidence, & trends -Analysis of potential courses of action -Pros & cons -Procedures -Methods & approaches -Criteria -Recommendations -Conclusion -Close: -Summary -For indirect approach include (Recommendations & Conclusion) -Call to action Persuasive Proposals: -Introduction: -Problem -Background/need -Solution -Scope -Preview main points -Body (Provide complete details): -Facts & evidence -Solution -Benefits & disadvantages -Plan of action -Qualifications -Costs -Close (Review): -Argument -Benefits -Merits -Qualifications -Request a decision

Evaluating Your Content, Organization Style, and Tone

When you begin the revision process, focus your attention on content, organization, style, and tone. To evaluate the content of your message, ask yourself these questions: -Is the info accurate? -Is the info relevant to the audience? -Is there enough info to satisfy the readers' needs? -Is there a good balance between general info (giving readers enough background info to appreciate the message) & specific info (giving readers the details they need to understand the message)? Continue your evaluation by verifying that the information is presented in a tight, logical manner. Review the organization: -Are all the points covered in the most logical order? -Do the most important ideas receive the most space, and are they placed in the most prominent positions? -Would the message be more convincing if it were arranged in a different sequence? -Are any points repeated unnecessarily? -Are details grouped together logically, or are some still scattered throughout the document? Next: -Have you achieved the right tone? -Formal enough to meet the audience's expectations without being too formal or academic? -Is it too casual for a serious subject? Remember: -Spend a few extra moments on the beginning & end of your message; these sections usually have the greatest impact on the audience. -Be sure that the opening is relevant, interesting, & geared to the reader's probable reaction. -In longer messages, ensure that the first few paragraphs establish the subject, purpose, & organization of the material. -Review the conclusion to be sure that it summarizes the main idea & leaves the audience with a positive impression.

Asking Follow-Up Questions

When you follow up by email or telephone, you can share an additional piece of information that links your qualifications to the position (keep an eye out for late-breaking news about the company, too) and ask a question about the hiring process as a way to gather some information about your status. Good questions to ask include: -Has a hiring decision been made yet? -Can you tell me what to expect next in terms of the hiring process? -What's the company's time frame for filling this position? -Could I follow up in another week if you haven't had the chance to contact me yet? -Can I provide any additional information regarding my qualifications for the position? -Whatever the circumstances, a follow-up message can demonstrate that you're sincerely interested in working for the organization, persistent in pursuing your goals, and committed to upgrading your skills. If you don't succeed, try again: -Can apply again if new openings appear. -Send an updated resume, a new unsolicited application letter (showing increased experience & skills). -Remember: Many leading employers note applicants who came close but didn't quite make it & may extend offers when positions open up in the future.

Skills Experts Say Are Vital for Success

•Critical Thinking-In many of the assignments and activities, you will need to define and solve problems and make decisions or form judgments about a situation or set of circumstances. •Collaboration-Depending on the configuration of your course, you will have various opportunities to work with classmates on reports, presentations, and other projects. •Knowledge application and analysis-The ability to learn a concept and then apply that knowledge to other challenges is a skill that employers value highly. •Business ethics and social responsibility-As you work on projects throughout this course, be mindful of the ethical implications that you could encounter in similar projects on the job. •Information technology skills-Use projects and activities to build your skills with technology, including word-processing apps, spreadsheets, presentation software, messaging systems, and AI tools. •Data literacy-You'll have multiple opportunities to fine-tune your data literacy skills, which include the ability to access, assess, interpret, manipulate, summarize, and communicate data.

Using Sentence Style to Emphasize Key Thoughts

Wording Key Ideas: -Devoting More Words to Key Thoughts -Sentence Style -Characteristic Placing Key Ideas: -At the Beginning or End of a Sentence -Making Key Thoughts The Subject -In Dependent Clauses Emphasize specific parts of sentences by: -Devoting more words to them -Putting them at the beginning or at the end of the sentence -Making them the subject of the sentence -In every message of any length, some ideas are more important than others. You can emphasize these key ideas through your sentence style. One obvious technique is to give important points the most space. When you want to call attention to a thought, use extra words to describe it. -You can increase the emphasis even more by adding a separate, short sentence to augment the first. -You can also call attention to a thought by making it the subject of the sentence. -Another way to emphasize an idea (in this instance, the idea of stimulating demand) is to place it either at the beginning or at the end of a sentence: Less emphatic: We are cutting the price to stimulate demand. More emphatic: To stimulate demand, we are cutting the price. -In complex sentences the placement of the dependent clause hinges on the relationship between the ideas expressed. If you want to emphasize the subordinate idea, put the dependent clause at the end of the sentence (the most emphatic position) or at the beginning (the second most emphatic position). If you want to downplay the idea, put the dependent clause within the sentence: -Most emphatic: The electronic parts are manufactured in Mexico, which has lower wage rates than the US. -Emphatic: Because wage rates are lower in Mexico than in the US, the electronic parts are manufactured there. -Least emphatic: Mexico, which has lower wage rates than the US, was selected as the production site for the electronic parts.

maintaining high standards of ethics and etiquette

why ethics and etiquette important in delivering bad news: a variety of laws and regulations dictate the content and delivery of many business messages with potentially negative content negative messages can have a significant negative impact on the lives of those receiving them emotions often run high when negative messages are involved, for both the sender and the receiver it may be tempting to downplay, distort, or delay bad news this is unethical and possibly illegal effective sharing of bad news requires help from whole organization whistleblowing: expressing their concerns internally through company ethics hotlines—or externally through social media or the news media if they perceive no other options. Done when unethical or illegal actions are observed

Telepathic communication

•-Mental telepathy—sending and receiving messages through the power of the mind. •-a staple of science fiction and the province of psychics. •-some rudimentary experiments in technology-enabled telepathy show at least a hint of promise that telepathy could add an intriguing element to business communication in the future. •University of Washington's Experiments: •-Using existing medical technologies for sensing and stimulating brain activity. •-demonstrated a simple video game in which one user's thoughts controlled a second user's physical motions. •-1st user saw something on his screen and made a decision about how to react (without actually moving his hand), that brain activity was detected and transmitted to a second user. •-Using essentially the reverse technology, the decision the first user made would stimulate the brain of the second user and cause him to move his hand to implement the decision via his game controller. •-separate test, an international team of researchers showed it was possible to send simple verbal messages using a similar concept of encoding and decoding. •SO: •-If the technology has practical applications, it's years away from being ready for the market. •-The potential is mindboggling. •-Facebook CEO Mark Zuckerberg has speculated on this very possibility. •Finally: •-Even if it never achieves mainstream use, technological telepathy could be a boon for people with sensory or motor issues that prevent them from using existing modes of sending and receiving messages. •-They'd put the full power of their creative and analytical minds directly to work without being stymied by layers of input/output technology.

Translating Your Potential Into a Specific Solution for Each Employer

•Customize your résumé for each position •Relate your experience and skills to the specific needs of the position -An important aspect of the employer's quality-of-hire challenge is trying to determine how well a candidate's attributes and experience will translate into the demands of a specific position. Customizing your résumé to each job opening is an important step in showing employers that you will be a good fit. As you can see from the sample résumés in Figures 18.4 through 18.6 on pages 529-531, customizing your résumé is not difficult if you have done your research. In fact, from your initial contact all the way through the interviewing process you will have opportunities to impress recruiters by explaining how your general potential translates to the specific needs of the position. Info for 18.4: -Gomes includes phone and email contacts, along with a blog that features academic-oriented writing. -Using a summary of qualifications for her opening statement lets her target the résume and highlight her most compelling attributes. -Her education is a much stronger selling point than her work experience, so she goes into some detail carefully selecting course names and project descriptions to echo the language of the job description. -She adjusts the descriptions and accomplishments of each role to high light the aspects of her work and volunteer experience that are relevant to the position. - The final sections highlight activities and awards that reflect her interest in marketing and her desire to improve her skills.

Respecting Preferences for Communication Style

•Level of Directness •Degree of Formality •Media Preferences -Communication style—including the level of directness, the degree of formality, media preferences, and other factors—varies widely from culture to culture (see Figures 3.4a-d on pages 84-87). Knowing what your communication partners expect can help you adapt to their particular style. Once again, watching and learning are the best ways to improve your skills. However, you can infer some generalities by learning more about the culture. -Communication style Differences -US: Typically prefer an open & direct communication style; they find other styles frustrating or suspect. -Sweden: Directness is also valued as a sign of efficiency, but heated debates & confrontations are unusual. -Italian, German & French: Executives usually don't put colleagues at ease with praise before they criticize; doing so seems manipulative to them. -Japan & China: Professionals from high-context cultures, tend to be less direct. -In summary: In general, business correspondence in other countries is often more formal than the style used by U.S. businesspeople.

Building Your Network

•Reach Out to Your Classmates •Target Professions, Industries, and Companies •Use Online Sources and Social Media -Networking is the process of making informal connections with mutually beneficial business contacts. Networking takes place wherever and whenever people talk: at industry functions, at social gatherings, at alumni reunions—and all over the internet, from LinkedIn and Twitter to Facebook and Google+. In addition to making connections through social media tools, you might get yourself noticed by company recruiters. -Start building your network now, before you need it. Your classmates could end up being some of your most valuable contacts, if not right away, then possibly later in your career. Then branch out by identifying people with similar interests in your target professions, industries, and companies. Read news sites, blogs, and other online sources. Follow industry leaders on Twitter. You can also follow individual executives at your target companies to learn about their interests and concerns. Be on the lookout for career-oriented Tweetups, in which people who've connected on Twitter get together for in-person networking events. Connect with people on LinkedIn and Facebook, particularly in groups dedicated to particular career interests. -Depending on the system and the settings on individual users' accounts, you may be able to introduce yourself via public or private messages. Just make sure you are respectful of people, and don't take up much of their time. -Networking is more essential than ever because the vast majority of job openings are never advertised to the general public. To avoid the time & expense of sifting through thousands of applications & the risk of hiring complete strangers, most companies prefer to ask their employees for recommendations first. The more people who know you, the better chance you have of being recommended for one of these hidden job openings. •Join Student Business Organizations •Attend Industry Trade Shows •Participate in Volunteering Opportunities -Participate in student business organizations, especially those with ties to professional organizations. Visit trade shows to learn about various industries and rub shoulders with people who work in those industries. Don't overlook volunteering; you not only meet people but also demonstrate your ability to solve problems, manage projects, and lead others. You can do some good while creating a network for yourself.

Ability Differences

•Respect for Individuals -Neurodiversity •Sensitivity to Differences •Availability of Assistive Technologies -Colleagues and customers with disabilities that affect communication represent an important aspect of the diversity picture. People whose hearing, vision, cognitive ability, or physical ability to operate electronic devices is impaired can be at a significant disadvantage in today's workplace. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -A growing number of companies now recognize the concept of neurodiversity, which refers to atypical thought and behavior patterns such as autism and social anxiety disorders, and the challenges that neurodiverse employees face. As with other elements of diversity, success starts with respect for individuals and sensitivity to differences. -Employers can also invest in a variety of assistive technologies that help people with disabilities perform activities that might otherwise be difficult or impossible. These technologies include devices and systems that help workers communicate orally and visually, interact with computers and other equipment, and enjoy greater mobility in the workplace. For example, designers can emphasize web accessibility, taking steps to make websites more accessible to people whose vision is limited. Assistive technologies create a vital link for thousands of employees with disabilities, giving them opportunities to pursue a greater range of career paths and giving employers access to a broader base of talent.

The Emoji Question - Overcoming the Limitations of Lean Media & Using Emoticons and Emojis Effectively

•The Rise of Emojis •To Emoji or Not: Two Dilemmas -Can be viewed as inappropriate -Inconsistent interpretations •Using Emoticons and Emojis Effectively -Expressing emotion and nuance without nonverbal cues is a challenge with many forms of digital media. -Emoticons (text-based symbols) and emojis (graphical symbols) help writers overcome the limitations of lean digital media. -As useful as these visual elements can be, they present two dilemmas for business communicators. First, even though more businesspeople are comfortable with emoticons and emojis for workplace communication, and they are built into many business communication systems (including Slack), some professionals view them as inappropriate for all but the most casual communication between close colleagues. -Second, emoticons and emojis can cause problems of their own when people don't agree on what they mean. The meanings of emoticons and emojis are so problematic that they are becoming important factors in legal trials regarding workplace harassment and other issues, and serious criminal cases can hinge on their interpretation. -Know audience and the situation -Don't overuse -Follow the leader -Use of emojis itself sends a message -Avoid using with external audiences -Never use in formal communication -Stick to symbols that are common -Avoid crude or animated emojis -Know your audience before using emoticons and emojis. Avoid emoticons and emojis when communicating with customers (unless you have a working relationship already) and in all formal communication.

Researching Industries and Companies of Interest

•Visit Company Websites •Talk to Customers •Start with the Riley Guide •Use Specialized Industry Websites •Peruse Periodicals and Newspapers •Visit Blogs, Podcasts, and Community Posts •Use Job-Search Apps -Learning more about professions, industries, and individual companies is a vital step in your job search. It also impresses employers, particularly when you go beyond the easily available sources such as a company's own website. "Detailed research, including talking to our customers, is so rare it will almost guarantee you get hired," explains the recruiting manager at Alcon Laboratories. -Table 18.1 on page 517 lists some of the many websites where you can learn more about companies and find job openings. Start with The Riley Guide, which offers advice for online job searches as well as links to hundreds of specialized websites that post openings in specific industries and professions. Your college's career center placement office probably maintains an up-to-date list as well. -To learn more about contemporary business topics, peruse leading business periodicals and newspapers with significant business sections (in some cases you may need to go through your library's online databases to access back issues). -Thousands of bloggers, microbloggers, and podcasters offer news and commentary on the business world. AllTop is another good resource for finding people who write about topics that interest you. In addition to learning more about professions and opportunities, this research will help you get comfortable with the jargon and buzzwords currently in use in a particular field, including essential keywords to use in your résumé. -Take advantage of job-search apps as well, including those offered by job-posting websites and major employers. You can use them to learn more about the company as well as specific jobs. See "Job-Search Strategies: Maximize Your Mobile" for more tips on using a smartphone in your job search.

Kaiser Permanente

•What makes delivering quality health care is difficult enough? •complexities of technology •govt regulations •evolving scientific & medical understanding • the variability of human performance •communication efforts are challenging enough in an environment where everyone speaks the same language & feels at home in a single cultural context. •What makes it even more daunting? •Challenges of communication among medical staff & between patients & their caregivers, often taking place under stressful circumstances. •infinitely more complex in the US, whose residents identify with dozens of different cultures & speak several hundred languages. •Oakland-based health-care system Kaiser Permanente: •embracing the challenges & opportunities of diversity since its founding in 1945. •made a strong statement with its very first hospital, refusing to follow the then-common practice of segregating patients by race. •Now, as the largest not-for-profit health system in the US, their client base includes more than 10 million members from over 100 distinct cultures. •core of their approach is culturally competent care, which it defines as "health care that acknowledges cultural diversity in the clinical setting, respects members' beliefs & practices, & ensures that cultural needs are considered & respected at every point of contact." These are woven into their organizational culture, structure, & business practices. •Their standard of care requires: •a mix of skills & knowledge. Ranging from an awareness of medical issues of concern to specific cultures to language fluency (& translation skills in more than 100 languages) to the awareness needed to handle cultural traditions & values in a sensitive manner. •Their Centers of Excellence in Culturally Competent Care (located around the country): •good example of the extent the company takes to serve its diverse clientele. •Each center focuses on one or more cultures prominent in a given locale, with a particular emphasis on improving care outcomes for population segments that have historically been underserved. •They believe: •serving a diverse client base requires an equally diverse staff. •Chairman & CEO Bernard J. Tyson explains: • "The rich diversity of our organization reflects the diversity of the people we serve each & every day." •Nearly half the executive team are women, •people of color make up nearly 60% of the company's workforce. •target market segments also happen to be among the country's fastest-growing demographic groups, & their ability to connect with these audiences gives it an important competitive advantage.

Jet Blue

35 mil cost/year (95K day) Started 2000 Twitter 2007 Social media>Customers> Website 2 doz Twitter agents 2 mill followers. Mobile comm #1

The Advantages of a Diverse Workforce

-A broader range of views and ideas -A better understanding of diverse, fragmented markets -A broader pool of talent from which to recruit -Smart business leaders recognize the competitive advantages of a diverse workforce that offers a broader spectrum of viewpoints and ideas, helps businesses understand and identify with diverse markets, and enables companies to benefit from a wider range of employee talents. -"It just makes good business sense," says Gord Nixon, the CEO of the Royal Bank of Canada. -U.S has been a nation of immigrants from the beginning, & that trend continues today. -The western & northern Europeans who made up the bulk of immigrants during the nation's early years now share space with people from across Asia, Africa, Eastern Europe, & other parts of the world. -Across the US, the term minority as it is traditionally applied to nonwhite residents makes less and less sense every year. Non-Hispanic white Americans now account for about 60% of the overall U.S. population, but that figure will drop below 50% in two or three decades. -Caucasian Americans already make up less than half the population in hundreds of cities & counties. -Even if you never visit another country or transact business on a global scale, you will interact with colleagues from a variety of cultures and with a wide range of characteristics and life experiences. Many innovative companies are changing the way they approach diversity, from seeing it as a legal requirement (providing equal opportunities for all) to seeing it as a strategic opportunity to connect with customers and take advantage of the broadest possible pool of talent. -Diversity is simply a fact of life for all companies. However, you and your colleagues don't need to be recent immigrants to constitute a diverse workforce. Differences in everything from age and gender identification to religion and ethnic heritage to geography and military experience enrich the workplace. Immigration and workforce diversity create advantages—and challenges—for business communicators throughout the world.

CHAPT 3 VOCAB

Diversity-All the characteristics & experiences that define each of us as individuals. Intercultural Communication-The process of sending and receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently. Cultural Competency- An appreciation for cultural differences that affect communication and the ability to adjust one's communication style to ensure that efforts to send and receive messages across cultural boundaries are successful. Culture-A shared system of symbols, beliefs, attitudes, values, expectations, and norms for behavior. Ethnocentrism-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. (the tendency to judge all other groups according to the standards, behaviors, and customs of one's own group.) Xenophobia-Fear of strangers and foreigners. Stereotyping-Assigning a wide range of generalized attributes to an individual on the basis of membership in a particular culture or social group. Cultural Pluralism-The practice of accepting multiple cultures on their own terms. Cultural Context-The pattern of physical cues, environmental stimuli, and implicit understanding that convey meaning between two members of the same culture. High-context culture-Culture in which people rely less on verbal communication and more on the context of nonverbal actions and environmental setting to convey meaning. Low-context culture-Culture in which people rely more on verbal communication and less on circumstances and nonverbal cues to convey meaning. Idiomatic Phrases-The process of sending & receiving messages between people whose cultural backgrounds could lead them to interpret verbal & nonverbal signs differently.

Figure 2.6 Effective Meeting Agenda: Condensed

Figure Caption: Agenda formats vary widely depending on the complexity of the meeting and the presentation technologies that will be used. One good approach is to first distribute a detailed planning agenda so that presenters know what they need in order to prepare, then create a simpler display agenda such as this PowerPoint slide to guide the progress of the meeting. Note how the agenda includes the time limit for each topic. Long description: The details of the agenda shown in the slide are as follows: •9:00 to 9:15: Introductions: Irene Belden •9:15 to 10:00: General transition costs: Kip Selbach •10:00 to 10:15: Break •10:15 to 11:00: Information systems: Summer Bowman •11:00 to 11:45: Marketing and sales: Ed Delahanty •11:45 to 12:00: Wrap-up: Irene Belden.

Figure 2.2 Shared Online Workspaces

Figure Caption: Shared online workspaces give employees instant access to all the files they need, from company reports to website content.

Communicating in an Organizational Context (2 of 2)

The formal communication network is defined by the relationships between the various job positions in the organization. Messages can flow upward (from a lower-level employee to a higher-level employee), downward (from a higher-level employee to a lower-level employee), and horizontally (between employees at the same or similar levels across the organization). Long description: The chart shows five levels. The 1st level includes the President who heads the 2nd level that includes VP of finance, VP of marketing, VP of R & D, and VP of production. In the 3rd level, the VP of finance heads the accounting manager; VP of marketing heads the Director of sales and Director of advertising and promotion; and the VP of production heads the Plant manager. In the 4th level, the Director of sales heads the Industrial sales manager and Retail sales manager; and the Director of advertising and promotion heads the E-commerce manager and Advertising manager. In the 5th level, the plant manager heads the Line A supervisor, Line B supervisor, and Line C supervisor. The details of the communication network are as follows: Examples of downward communication: •President to Vice president of marketing •Director of sales to Retail sales manager •Director of advertising and promotion to Advertising manager Examples of upward communication: •Vice president of production to President •E-commerce manager to Director of advertising and promotion •Line B supervisor to Plant manager Examples of horizontal communication occur between: •Vice president of finance and Vice president of marketing •Director of advertising and promotion and Plant manager Line A supervisor and Line C supervisor Examples of diagonal communication: •Vice president of marketing to Accounting manager •Line A supervisor to E-commerce manager. Figure 1.4 Formal Communication Network

Table 2.5 Five Elements of Active Listening

You may not be able to control some factors, such as conference room acoustics or poor phone reception. You can control other factors, however, such as not interrupting speakers and not creating distractions that make it difficult for others to pay attention. And don't think you're not interrupting just because you're not talking. Such actions as texting or checking your watch can interrupt a speaker and lead to communication breakdowns. Selective listening is one of the most common barriers to effective listening. If your mind wanders, you may stay tuned out until you hear a word or phrase that gets your attention again. But by that time, you're unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. Overcoming interpretation barriers can be difficult because you may not even be aware of them. As Chapter 1 notes, selective perception leads listeners to mold messages to fit their own conceptual frameworks. Listeners sometimes make up their minds before fully hearing the speaker's message, or they engage in defensive listening—protecting their egos by tuning out anything that doesn't confirm their beliefs or their view of themselves.

Understanding What Employers Expect From You

•Acquiring, processing, and sharing information. •Using communication to foster positive working relationships. •Representing your employer in the public arena. •Efficiently using the tools that your employer provides. •Recognizing information needs, using efficient search techniques to locate reliable sources of information (particularly from online sources), and using gathered information ethically; this collection of skills is often referred to as digital information fluency •Organizing ideas and information logically and completely •Expressing ideas and information coherently, persuasively, and concisely •Actively listening to others •Communicating effectively with people from diverse backgrounds and experiences •Using communication technologies effectively and efficiently •Following accepted standards of grammar, spelling, and other aspects of high-quality writing and speaking •Communicating in a civilized manner that reflects contemporary expectations of business etiquette, even when dealing with indifferent or hostile audiences •Communicating ethically, even when choices aren't crystal clear or you have to share news that people don't want to hear •Managing your time wisely and using resources efficiently •Using critical thinking, which is the ability to evaluate evidence completely and objectively in order to form logical conclusions and make sound recommendations

telephone etiquette

•Be conscious of how your voice sounds-Don't speak in a monotone; vary your pitch and inflections so people know you're interested. Slow down when conversing with people whose native language isn't the same as yours. •Be courteous when you call someone-Identify yourself and your organization, briefly describe why you're calling, and verify that you've called at a good time. Minimize the noise level in your environment as much as possible. For important or complicated conversations, plan what you want to say before calling. •Convey a professional attitude when answering calls-Answer promptly and with a smile so that you sound welcoming. Identify yourself and your company (some companies have specific instructions for what to say when you answer). Establish the needs of your caller by asking, "How may I help you?" If you know the caller's name, use it. If you can't answer the caller's questions, either forward the call to a colleague who can or advise the caller on how to get his or her questions resolved. If you do forward a call, put the caller on hold and call the next person yourself to verify that he or she is available. •End calls with courtesy and clarity-Close in a friendly, positive manner and double-check all vital information such as meeting times and dates. •Use voicemail to help callers-Record a brief, professional-sounding outgoing message for regular use. When you will be away or unable to answer the phone for an extended period, record a temporary greeting that tells callers when you will respond to their messages. If you don't check your messages regularly or at all, disable your voicemail. Letting messages pile up for days or weeks without answering them is extremely thoughtless. •Be considerate when leaving messages-Retrieving voicemail messages can be a chore, so be thoughtful about leaving them. Unless voicemail is the best or only choice, consider leaving a message through other means, such as text messaging or email. If you do leave a voicemail message, make it as brief as possible. Leave your name, number (don't assume the recipient has caller ID), reason for calling, and times you can be reached. State your name and telephone number slowly so the other person can easily write them down; repeat both if the other person doesn't know you.

How audiences receive messages

•Consider audience expectations. Deliver messages using the media and channels that the audience expects. If colleagues expect meeting notices to be delivered by email, don't suddenly switch gears and start delivering the notices via blog postings without telling anyone. Of course, sometimes going against expectations can stimulate audience attention, which is why advertisers sometimes do wacky and creative things to get noticed. For most business communication efforts, however, following the expectations of your audience is the most efficient way to get your message across. •Ensure ease of use. Even if audiences are actively looking for your messages, they probably won't see them if you make them hard to find, hard to navigate, or hard to read. •Emphasize familiarity. Use words, images, and designs that are familiar to your audience. For example, most visitors to company websites expect to see info about the company on a page called "About" or "About Us." •Practice empathy. Make sure your messages speak to the audience by clearly addressing their wants and needs—not yours. People are inclined to notice messages that relate to their individual concerns. •Design for compatibility. For the many messages delivered electronically these days, be sure to verify technological compatibility with your audience. For instance, if your website requires visitors to have a particular video capability in their browsers, you won't reach those audience members who don't have that software installed or updated. In short •Consider audience expectations •Make messages user-friendly •Emphasize familiarity •Practice empathy •Design for compatibility -To truly receive a message, audience members need to sense it, select it, then perceive it as a message. To improve the odds that your messages will be successfully perceived by your audience, pay close attention to expectations, ease of use, familiarity, empathy, and technical compatibility.

Communicating in an Organizational Context (1 of 2)

•Every organization has a formal communication network -Downward communication-flows from executives to employees, conveying executive decisions and providing information that helps employees do their jobs. -Upward communication-flows from employees to executives, providing insight into problems, trends, opportunities, grievances, and performance, thus allowing executives to solve problems and make intelligent decisions. -Horizontal or lateral communication-flows between departments to help employees share information, coordinate tasks, and solve complex problems. •Every organization also has an informal communication network, often referred to as the grapevine or the rumor mill, which encompasses all communication that occurs outside the formal network. Some of this informal communication takes place naturally as a result of employee interaction on the job and in social settings, and some of it takes place when the formal network doesn't provide information that employees want. In fact, the inherent limitations of formal communication networks helped spur the growth of social media in the business environment. OR •Downward communication flows from top executives and conveys executive decisions and information that helps employees do their jobs. •Upward communication flows from employees to higher levels and provides insight into problems, trends and opportunities. •Horizontal or lateral communication flows between departments to help employees share information, coordinate tasks, and solve complex problems. •Information communication encompasses all communication that occurs outside of the formal network.

COMMUNICATING ACROSS CULTURES Whose Skin Is This, Anyway?

•Generational differences in the workplace: Few are quite as visible as body art: tattoos, piercings (other than ear lobes), & hair dyes in unconventional colors. Survey data from the Pew Research Center, people younger than 40 are much more inclined than those older than 40 to display some form of body art. People 26 to 40 yrs old are four times more likely to have tattoos than people who are 41 to 64 yrs old. •Profound Differences: No surprise that in many workplaces body art has become a contentious issue between employees wanting to express themselves & employers wanting to maintain particular standards of professional appearance. Employment law attorney Danielle S. Urban notes, the issue gets even more complicated when religious symbolism is involved. •So far: Most companies seem to be relying on the judgment of their employees & managers, rather than enforcing strict guidelines. Many seem to accept that tastes & norms are changing & that body art has become a widespread form of self-expression rather than a mode of rebellion. Starbucks, which used to require employees to hide tattoos under long sleeves, recently revised its policy to allow employees to display tattoos everywhere except on their faces. Semiconductor giant Intel even featured photos of employee tattoos in its online technology newsletter. However: Job seekers & active employees are still advised to be discreet, however, particularly with facial piercings & large, visible tattoos. One recent survey about 1/3 of employers said they'd be less likely to promote an employee with visible piercings or tattoos. The nonverbal signals you think you're sending might not be the signals a manager receives—or wants to receive.

Inside the mind of your audience

•How Audiences Receive Messages-For an audience member to receive a message, three events need to occur: The receiver has to sense the presence of a message, select it from all the other messages clamoring for attention, and perceive it as an actual message (as opposed to random, pointless noise). You can appreciate the magnitude of this challenge by driving down any busy street in a commercial section of town. You'll encounter hundreds of messages—billboards, posters, store window displays, car stereos, pedestrians waving or talking on mobile phones, car horns, street signs, traffic lights, and so on. However, you'll sense, select, and perceive only a small fraction of these messages. How Audiences Decode Messages-Even well-crafted, well-intentioned communication efforts can fail at this stage because assigning meaning through decoding is a highly personal process that is influenced by culture, individual experience, learning and thinking styles, hopes, fears, and even temporary moods. Moreover, audiences tend to extract the meaning they expect to get from a message, even if it's the opposite of what the sender intended. In fact, rather than "extract" your meaning, it's more accurate to say that your audience members re-create their own meaning—or meanings—from the message. Cultural and personal beliefs and biases influence the meaning audiences get from messages. For instance, the human brain organizes incoming sensations into a mental "map" that represents the person's individual perception of reality. If an incoming detail doesn't fit into that perception, a message recipient may simply distort the information to make it fit rather than rearrange his or her mental map—a phenomenon known as selective perception. Differences in language and usage also influence received meaning. If you ask an employee to send you a report on sales figures "as soon as possible," does that mean within 10 seconds, 10 minutes, or 10 days? By clarifying expectations and resolving potential ambiguities in your messages, you can minimize such uncertainties. In general, the more experiences you share with another person, the more likely you are to share perception and thus share meaning •How Audiences Respond to Messages-First, the recipient has to remember the message long enough to act on it. Simplifying greatly, memory works in several stages: Sensory memory momentarily captures incoming data from the senses; then, whatever the recipient pays attention to is transferred to short-term memory. Info in short-term memory quickly disappears if it isn't transferred to long-term memory, which can be done either actively (such as when a person memorizes a list of items) or passively (such as when a new piece of info connects with something else the recipient already has stored in long-term memory). Finally, the info needs to be retrieved when the recipient wants to act on it. In general, people find it easier to remember and retrieve information that is important to them personally or professionally. Consequently, by communicating in ways that are sensitive to your audience's wants and needs, you greatly increase the chance that your messages will be remembered and retrieved. Second, the recipient has to be able to respond as you wish. Obviously, if recipients simply can't do what you want them to do, they'll not respond according to your plan. By understanding your audience, you can work to minimize these unsuccessful outcomes. Third, the recipient has to be motivated to respond. You'll encounter many situations in which your audience has the option of responding but isn't required to. For instance, a record company may or may not offer your band a contract, or your boss may or may not respond to your request for a raise. -To truly receive a message, audience members need to sense it, select it, and then perceive it as a message. Selection attention is focusing on a subset of incoming stimuli or messages while ignoring others; it can cause intended recipients to block out some or all of your message.

Collaborating on Communication Efforts

•L O 2.2 Offer guidelines for collaborative communication, explain what it means to give constructive feedback, and identify major collaboration technologies. When a team collaborates on reports, websites, presentations, and other communication projects, the collective energy and expertise of the various members can produce results that transcend what each individual could do alone. However, collaborating on team messages requires special effort and planning.

The Spectrum of Contemporary Communication Technology part 3

•Microblogging-services (of which Twitter is by far the best known) are a great way to share ideas, solicit feedback, monitor market trends, and announce special deals and events. •Social Networking-Businesses use a variety of social networks as specialized channels to engage customers, find new employees, attract investors, and share ideas and challenges with peers. •Community Q&A Sites-Many companies now rely heavily on communities of customers to help each other with product questions and other routine matters. •To communicate effectively, learn to keep technology in perspective, guard against information overload and information addiction, use technological tools productively, and frequently disengage from the computer to communicate in person. Technology is an aid to interpersonal communication, not a replacement for it.

Barriers in the Communication Environment

•Noise and distractions. External distractions range from uncomfortable meeting rooms to computer screens cluttered with instant messages and reminders popping up all over the place. Internal distractions are thoughts and emotions that prevent audiences from focusing on incoming messages. The common habit of multitasking—attempting more than one task at a time—is practically guaranteed to create communication distractions. Multitasking dramatically increases the workload on your brain because you're forcing it to constantly switch between sets of rules and contexts, which requires it to reorient each time. Rather than getting more done, research shows that chronic multitasking often reduces productivity and increases errors. As more communication takes place on mobile devices, the need to insulate yourself from noise and distractions will keep growing. •Competing messages. Having your audience's undivided attention is a rare luxury. In most cases you must compete with other messages that are trying to reach your audience at the same time. •Filters. Messages can be blocked or distorted by filters, any human or technological interventions between the sender and the receiver. Filtering can be both intentional (such as automatically filing incoming messages based on sender or content) or unintentional (such as an overly aggressive spam filter that deletes legitimate emails). As mentioned previously, the structure and culture of an organization can also inhibit the flow of vital messages. And in some cases the people or companies you rely on to deliver your message can distort it or filter it to meet their own needs. •Channel breakdowns. Sometimes the channel simply breaks down and fails to deliver your message. A colleague you were counting on to deliver a message to your boss might have forgotten to do so, or a computer server might have crashed and prevented your blog from updating. -Within any communication environment, messages can be disrupted by a variety of communication barriers. Minimizing barriers and distractions in the communication environment is everyone's responsibility.

What Makes Business Communication Effective?

•Provide practical info. Give recipients useful info, whether it's to help them perform a desired action or understand a new company policy. •Give facts rather than vague impressions. Use concrete language, specific detail, and info that is clear, convincing, accurate, and ethical. Even when an opinion is called for, present compelling evidence to support your conclusion. •Present info in a concise, efficient manner. Concise messages show respect for people's time, and they increase the chances of a positive response. Do your best to simplify complex subjects to help your readers, and make sure you don't inadvertently complicate simple subjects through careless writing. The ability to explain a complex subject in simple terms is immensely valuable, whether you're training new employees or pitching a business plan to investors. •Clarify expectations and responsibilities. Craft messages to generate a specific response from a specific audience. When appropriate, clearly state what you expect from audience members or what you can do for them. -Offer compelling, persuasive arguments and recommendations. Show your readers precisely how they will benefit by responding to your message in the way you want them to.

Group dynamics

•Team Roles: •Self-Oriented Roles (Classified as Dysfunctional)-Take for example: "Dream teams" comprising multiple superstars often don't perform as well as one might expect because high-performing individuals can have trouble putting the team's needs ahead of their own. In addition, highly skilled and experienced people with difficult personalities might not contribute, for the simple reason that other team members may avoid interacting with them. •Team-Maintenance Roles (Classified as Functional) •Task-Oriented Roles (Classified as Functional) •Stages of Team Development: •Forming or Orientation-Team members socialize, establish their roles, and begin to define their task or purpose. Team-building exercises and activities can help teams break down barriers and develop a sense of shared purpose. For geographically dispersed virtual teams, creating a "team operating agreement" that sets expectations for online meetings, communication processes, and decision making can help overcome the disadvantages of distance. •Storming or Conflict-Team members begin to discuss their positions and become more assertive in establishing their roles. Disagreements and uncertainties are natural in this phase. •Norming or Brainstorming-Team members air all the options and fully discuss the pros and cons of each. At the end of this phase, members begin to settle on a single solution to the problem. Note that although group brainstorming remains a highly popular activity in today's companies, it may not always be the most productive way to generate new ideas. Some research indicates that having people brainstorm individually and then bring their ideas to a group meeting is more successful. •Performing or Emergence-Consensus is reached when the team finds a solution that all members are willing to support (even if they have reservations). •Adjourning or Reinforcement-The team clarifies and summarizes the agreed-on solution. Members receive their assignments for carrying out the group's decision, and they make arrangements for following up on those assignments. •Side Note-You may also hear the process defined as forming, storming, norming, performing, and adjourning, the phases identified by researcher Bruce Tuckman when he proposed one of the earliest models of group development. Resolving Conflict in Teams: •Constructive Conflict: can be constructive if it forces important issues into the open, increases the involvement of team members, and generates creative ideas for solving a problem. Teamwork isn't necessarily about happiness and harmony; even teams that have some interpersonal friction can excel with effective leadership and team players who are committed to strong results. As the teamwork experts Andy Boynton and Bill Fischer put it, "Virtuoso teams are not about getting polite results." •Destructive Conflict:is destructive if it diverts energy from more important issues, destroys the morale of teams or individual team members, or polarizes or divides the team. can lead to win-lose or lose-lose outcomes, in which one or both sides lose, to the detriment of the entire team. If you approach conflict with the idea that both sides can satisfy their goals to at least some extent (a win-win strategy), you can minimize losses for everyone. For a win-win strategy to work, everybody must believe that (1) it's possible to find a solution that both parties can accept, (2) cooperation is better for the organization than competition, (3) the other party can be trusted, and (4) greater power or status doesn't entitle one party to impose a solution. Group dynamics are the interactions and processes that take place within a team. Productive teams tend to develop clear norms, informal standards of conduct that members share and that guide member behavior. •Conflict Resolution Skills: •Proactive behavior-Deal with minor conflict before it becomes major conflict. In team settings, conflict between two people can spread if it isn't addressed early. •Communication-Get those directly involved in a conflict to participate in resolving it. These participants should choose their words and nonverbal gestures carefully in order to maintain focus on the problem at hand and to avoid further inflaming an already uncomfortable situation. •Openness-Get feelings out in the open before dealing with the main issues. •Research-Seek factual reasons for a problem before seeking solutions. •Flexibility-Don't let anyone lock into a position before considering other solutions. •Fair play-Insist on fair outcomes; don't let anyone avoid a fair solution by hiding behind the rules. •Alliance-Get opponents to fight together against an "outside force" instead of against each other. Overcoming Resistance: Apply the active listening skills. Let people express their reservations about the change Make sure the other party knows you are listening, too, by choosing your nonverbal gestures carefully and by expressing interest in and sympathy for their concerns. Listening can unveil legitimate issues that you have failed to consider. Recognize that your primary goal is not to win the argument but rather to build a relationship that can lead to solving the dilemma at hand. Regardless of your authority to force the change, relying on force alone creates resentment and probably fails to get the level of emotional agreement needed for true success. Ask questions to make sure you understand the resistance and to confirm your understanding of it, then acknowledge the other party's concerns. the next step is to move toward a resolution through collaborative effort. Resisters will be more likely to listen to your reasoning after you've shown a willingness to listen to theirs, so calmly explain again why the change is in the organization's best interests. Even if you pursue the original plan without modification, those who initially resisted will now be more likely to cooperate and contribute.