This document discusses how to analyze an audience and effectively structure a presentation to motivate them. It recommends considering who the primary, secondary, and key decision makers in the audience are, as well as their existing knowledge and attitudes. It also suggests appealing to different personal needs like growth, using a cost-benefit analysis, being sensitive to different character traits like comptrollers and collaborators, and structuring the message persuasively through punishment, reward, appealing to needs, and maintaining psychological balance.

1. Presentation onPresentation on
AudienceAudience
Presented byPresented by
Shahzad AttaShahzad Atta
Noaman HameedNoaman Hameed
Imtiaz AhmedImtiaz Ahmed
Rao SulemanRao Suleman

2. Analysis of the audienceAnalysis of the audience
How must we treat our audience, the following thingsHow must we treat our audience, the following things
must be kept in mind.must be kept in mind.
 Who are they?Who are they?
 What they know and feel?What they know and feel?

3. Who are they?Who are they?
Direct Listeners of the speech whether oral or writtenDirect Listeners of the speech whether oral or written
Kinds of the listenersKinds of the listeners
Three kinds of the listenersThree kinds of the listeners
 PrimaryPrimary audienceaudience are those who exactly receivingare those who exactly receiving
the message, visualize and name themthe message, visualize and name them
 SecondarySecondary audienceaudience are those who besides receivingare those who besides receiving
it name whom you will inform and approve yourit name whom you will inform and approve your
writing or sayingwriting or saying
 Key decision makersKey decision makers are the leaders or key decisionare the leaders or key decision
makers in the audiencemakers in the audience

4. What do they know and feel?What do they know and feel?
KnowledgeKnowledge
 Which language would they understand?Which language would they understand?
 How much detail they need?How much detail they need?
AttitudeAttitude
 In favor, against or indifferent to the message?In favor, against or indifferent to the message?
 Benefiting or threaten them in any way?Benefiting or threaten them in any way?

5. How to motivate them?How to motivate them?
Structure the message persuasively which must includeStructure the message persuasively which must include
environment, the communicators and the messageenvironment, the communicators and the message
Should keep following concepts in mindShould keep following concepts in mind
 Punish or reward themPunish or reward them
 Appeal to their growth needsAppeal to their growth needs
 Use their need for balanceUse their need for balance
 Perform a cost/benefit analysisPerform a cost/benefit analysis
 Be sensitive to character traitsBe sensitive to character traits

6. Punish or reward themPunish or reward them
Punishment is to charge a person for his guiltyPunishment is to charge a person for his guilty
Researcher Walter R. Nord six reason when threat does notResearcher Walter R. Nord six reason when threat does not
work wellwork well
 Threat will not work well when the owner is not watchingThreat will not work well when the owner is not watching
his sub-ordinateshis sub-ordinates
 Threat may get rid of the responseThreat may get rid of the response
 May stop inappropriate action even then it’s appropriateMay stop inappropriate action even then it’s appropriate
 May produce tension making workplace unpleasant andMay produce tension making workplace unpleasant and
unproductiveunproductive
 Tend people dislike youTend people dislike you
 May provoke counteraggerationMay provoke counteraggeration

7. RewardReward
 Rewards are positive reinforcement used to shapeRewards are positive reinforcement used to shape
behaviour most affectivelybehaviour most affectively
 Should keep the following things while rewardingShould keep the following things while rewarding
someonesomeone
 Must be important to the person being rewardedMust be important to the person being rewarded
 Must be appropriate and sincereMust be appropriate and sincere
 Effective reward must be immediateEffective reward must be immediate
 It mustn’t be elegantIt mustn’t be elegant

8. One reward technique shows the best reward is toOne reward technique shows the best reward is to
break the projects into small segments and reward thebreak the projects into small segments and reward the
workers on the completion of each step.workers on the completion of each step.

9. Appeal to personal needs growthAppeal to personal needs growth
 Deficiency needsDeficiency needs
they are the basic needs without which we can’t survivethey are the basic needs without which we can’t survive
 Growth needsGrowth needs
they enhance our living mannerthey enhance our living manner
Maslow’s needs & Herzberg’s related researchMaslow’s needs & Herzberg’s related research

10. Maslow’s Needs HierarchyMaslow’s Needs Hierarchy
Growth needsGrowth needs
Personal growthPersonal growth
Self-esteemSelf-esteem
Group affiliationGroup affiliation
Deficiency needsDeficiency needs
SafetySafety
survivalsurvival

11. Herzberg’s researchHerzberg’s research
Growth needsGrowth needs
Work itselfWork itself
advancementadvancement
Working relationshipWorking relationship
Deficiency needsDeficiency needs
Working conditionsWorking conditions
SafetySafety

12. Use people’s need for balanceUse people’s need for balance
 People prefer a state of psychological balancePeople prefer a state of psychological balance
 Lose state of balance when the ideas conflictLose state of balance when the ideas conflict
with theirs’ own while they think to be truewith theirs’ own while they think to be true
and feel anxiousand feel anxious
 After anxiety, they attempt to restore theirAfter anxiety, they attempt to restore their
sense of balancesense of balance

13. Prefer a cost/benefit analysisPrefer a cost/benefit analysis
 Apply an economic idea to psychologyApply an economic idea to psychology
 Strong benefit motivates and high cost de-motivatesStrong benefit motivates and high cost de-motivates
 Analyze cost and benefit both of the ideaAnalyze cost and benefit both of the idea
 Analyze cost and benefits for the audienceAnalyze cost and benefits for the audience
 Specify the benefit for the audienceSpecify the benefit for the audience

14. Be sensitive to character traitsBe sensitive to character traits
We should behave to our audience according toWe should behave to our audience according to
their thinking abilitytheir thinking ability
4 C’s model of business traits4 C’s model of business traits
 ComptrollerComptroller
 CommanderCommander
 CrusaderCrusader
 CollaboratorCollaborator

15. The ComptrollerThe Comptroller
 Likes to work alone but carefullyLikes to work alone but carefully
 Is very consistentIs very consistent
 Likes facts and statisticsLikes facts and statistics
 Is not mover and likes no changeIs not mover and likes no change
 Slow to decide and hard to motivateSlow to decide and hard to motivate
How to motivate himHow to motivate him
 Give several examples to motivateGive several examples to motivate

16. The CommanderThe Commander
 Likes changes and resultsLikes changes and results
 Makes changes on the basis of resultsMakes changes on the basis of results
 Is decisive and efficientIs decisive and efficient
 Works alone but efficientlyWorks alone but efficiently
How to motivate himHow to motivate him
 Adopt efficient and result-oriented toneAdopt efficient and result-oriented tone
 Prefer short summery formatPrefer short summery format
 State conclusion and recommendations clearlyState conclusion and recommendations clearly
 Emphasize by outcome and resultsEmphasize by outcome and results

17. The CrusaderThe Crusader
 Is enthusiastic, idealistic and cheerleaderIs enthusiastic, idealistic and cheerleader
 Is creative and change things on his ideasIs creative and change things on his ideas
 Works in a groupWorks in a group
How to motivate himHow to motivate him
 Use informative and enthusiastic toneUse informative and enthusiastic tone
 Give most of information and viewsGive most of information and views

18. The CollaboratorThe Collaborator
 Works as a teamWorks as a team
 Does not like to change things and makeDoes not like to change things and make
decisionsdecisions
 Avoids conflicts and risksAvoids conflicts and risks
How to motivate himHow to motivate him
 Use a trusting and non threatening toneUse a trusting and non threatening tone
 Use various options but avoid detailUse various options but avoid detail