BSAD 340 Spring 2017 - CH 6
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The document discusses elements of written communication such as planning messages, revising for coherence and style, and incorporating visuals. It covers topics like developing persuasive messages using techniques like AIDA (Attention, Interest, Desire, Action) and addressing resistant audiences. The document also discusses writing reports, proposals, and tips for submitting messages.
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Communication SkillsCopyright ©2017 Cengage Learning. All Righ.docx
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Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Explain the importance of collaborative, two- way communication in trust-based selling
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Identify and describe the five steps of the ADAPT questioning sequence for effective fact-finding and needs discovery
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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‹#›
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Quản trị học của thầy Hưng. Dạy những kiến thức liên quan đến môn Quản Trị Học tại trường Đại học Kinh tế TP.HCM
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Robert L. Mathis | John H. Jackson | Sean R. Valentine
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Individual Performance Factors
Individual’s ability to do the work
Effort expended
Organizational support
Performance (P) = Ability (A) x Effort (E) x Support (S)
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Figure 5.1 - Components of Individual Performance
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Motivation: Desire within a person causing that person to act
Influences of motivation
Performance
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Other HR concerns
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Physiological needs
Safety and security needs
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Self-actualization needs
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Chapter 9Leadership Communication6e©2015 Cengage Learnin
Chapter 9
Leadership Communication
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Learning Objectives
Act as a communication champion and a sensegiver rather than just as an information processor
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2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Learning Objectives
Incorporate metaphor and storytelling into leadership communications
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Communication
Process by which information and understanding are transferred between a sender and a receiver
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Exhibit 9.1 - A Circular Model of Interpersonal Communication
5
Source: Based on Gabriela Moise, “Communication Models Used in the Online Learning Environment,” The 3rd International Conference on Virtual Learning 2008 , ICVL (http://www.icvl.edu/2008), pp 247–254; and Wilbur Schramm, The Process and Effects of Mass Communication, 6th Ed. (Urbana, IL: University of Illinois Press, 1965)
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Management Communication
Traditional role of a manager is that of an information processor
Managers have communication responsibility in directing and controlling an organization
Establish themselves at the center of information networks to facilitate the completion of tasks
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Communication Champion
Believes that communication is essential to building trust and gaining commitment to a vision
Embeddedness: People throughout the organization are united around a common purpose
Sensegiving: Influencing how others make sense of the organization, where they fit within it, and the purpose of their work
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or pos ...
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This chapter discusses the budget cycle process, which includes executive preparation, legislative approval, budget execution, and audit/evaluation phases. It identifies the key individuals involved in each phase, such as the chief executive who sets policy priorities, budget officers who analyze spending requests, and agency directors who submit budget justifications. The chapter also contrasts political versus technical approaches to defending a budget proposal and emphasizes presenting spending requests that align with organizational goals and priorities.
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Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
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Discuss the four sequential steps for effective active listening
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Describe and interpret the different forms of nonverbal communication
LEARNING OUTCOMES
‹#›
SELL5 | CH4
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Quản trị học của thầy Hưng. Dạy những kiến thức liên quan đến môn Quản Trị Học tại trường Đại học Kinh tế TP.HCM
Individual Organization Relations and RetentionCHAPTER 514e.docx
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CHAPTER 5
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Robert L. Mathis | John H. Jackson | Sean R. Valentine
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Discuss four different views of motivation at work
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Learning Objectives
Identify a system for controlling absenteeism
Describe different kinds of turnover and how turnover can be measured
Summarize the ways of managing retention
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Individual Performance Factors
Individual’s ability to do the work
Effort expended
Organizational support
Performance (P) = Ability (A) x Effort (E) x Support (S)
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Figure 5.1 - Components of Individual Performance
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Individual Motivation
Motivation: Desire within a person causing that person to act
Influences of motivation
Performance
Reaction to compensation
Turnover
Other HR concerns
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Approaches to Understanding Motivation
Need theory
Maslow classified human needs into five categories
Physiological needs
Safety and security needs
Belonging and love needs
Esteem needs
Self-actualization needs
Until the more basic needs are adequately fulfilled, a person will not fully strive to meet higher needs
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Approaches to Understanding Motivation
Two factor theory
Frederick Herzberg’s motivation/hygiene theory assumes that one group of factors, motivators, accounts for motivation
But hygiene factors can cause dissatisfacti.
Ebc10e ch08-instructor ppt-final
The document provides guidance on crafting persuasive messages and communications. It begins by explaining how persuasion has changed in the digital age, with messages spreading more rapidly and organizations relying more on subtle persuasion. It then outlines techniques for effective persuasion, including establishing credibility, making reasonable requests, addressing potential objections, and focusing on benefits. The document provides a framework for writing persuasive requests, complaints, and sales messages, with guidance on capturing attention, building interest, developing desire, and motivating action. It emphasizes the importance of tone and developing messages logically with evidence to support requests and claims.
Chapter 12 - Business Presentations (1).pdf
The document discusses organizing effective business presentations. It recommends telling the audience what will be presented, then presenting it, and finally telling them what was presented. The introduction should capture attention, establish credibility, and preview main points. The body should have 2-4 main points developed with explanation and details. Various strategies can organize a presentation, such as chronology, geography, comparison/contrast, and problem/solution. Knowing the audience and purpose is important for determining the organization pattern and delivery style.
Chapter 9Leadership Communication6e©2015 Cengage Learnin
Chapter 9
Leadership Communication
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Learning Objectives
Act as a communication champion and a sensegiver rather than just as an information processor
Use key elements of effective listening and understand why listening is important to leader communication
Using candor appropriately to improve communication effectiveness, and recognize and apply the difference between dialogue and discussion
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Learning Objectives
Incorporate metaphor and storytelling into leadership communications
Select an appropriate communication channel for the message and effectively use social media and nonverbal communication
Communicate in a way that persuades and influences others
Effectively communicate during times of stress or crisis
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Communication
Process by which information and understanding are transferred between a sender and a receiver
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Exhibit 9.1 - A Circular Model of Interpersonal Communication
5
Source: Based on Gabriela Moise, “Communication Models Used in the Online Learning Environment,” The 3rd International Conference on Virtual Learning 2008 , ICVL (http://www.icvl.edu/2008), pp 247–254; and Wilbur Schramm, The Process and Effects of Mass Communication, 6th Ed. (Urbana, IL: University of Illinois Press, 1965)
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Management Communication
Traditional role of a manager is that of an information processor
Managers have communication responsibility in directing and controlling an organization
Establish themselves at the center of information networks to facilitate the completion of tasks
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part
Communication Champion
Believes that communication is essential to building trust and gaining commitment to a vision
Embeddedness: People throughout the organization are united around a common purpose
Sensegiving: Influencing how others make sense of the organization, where they fit within it, and the purpose of their work
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or pos ...
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Ch 2
This chapter discusses the budget cycle process, which includes executive preparation, legislative approval, budget execution, and audit/evaluation phases. It identifies the key individuals involved in each phase, such as the chief executive who sets policy priorities, budget officers who analyze spending requests, and agency directors who submit budget justifications. The chapter also contrasts political versus technical approaches to defending a budget proposal and emphasizes presenting spending requests that align with organizational goals and priorities.
Ch 3
The document discusses components of personnel services and operating budgets. It identifies the main components as salaries, fringe benefits, and operating costs. It distinguishes that personnel services include wages and benefits for employees, with benefits including items like pensions, insurance, and paid time off. Operating budgets cover recurring operating costs needed to conduct business, like supplies, utilities, and equipment. The document provides details on calculating costs like FICA, Medicare, and pensions in personnel budgets. It also compares incremental, performance, and program budget formats for operating budgets.
Ch 4
This document discusses preparing a capital budget and capital improvement plan. It identifies the key phases of a capital budget as planning, budget analysis/project evaluation, and acquiring/managing funds. A capital improvement plan is a spending plan over 3-5 years that identifies high-cost projects. The document discusses justifying, prioritizing, and defending proposed capital projects, as well as different financing methods like pay-as-you-go and debt financing using bonds or loans.
Ch 1
This chapter discusses public sector budgets, including their purpose, types, revenues, expenditures, and accounting methods. It describes line-item, program, and performance budgets and explains the differences between governmental, proprietary, and fiduciary funds. The key functions of budgets are outlined as accountability, control, and planning.
Ch 5
This document discusses various sources of revenue for state and local governments. The top source is taxes, including property taxes, income taxes, sales and use taxes, and excise taxes on items like alcohol and tobacco. Other sources covered include user fees, impact fees, intergovernmental transfers, licenses and permits. The document explains how property tax rates are set through assessing property values, establishing a millage rate, and collecting taxes. It also provides examples of calculating property tax amounts.
Ch 6
This document discusses various budgeting techniques and analytical models for forecasting revenues and making financial decisions. It identifies key factors to consider when forecasting revenues, such as focusing on large revenue sources and historical data. It then compares and contrasts different forecasting models, including status quo, extrapolation, multiple regression, judgmental, Delphi, time-series, and econometric models. Finally, it outlines several financial decision making tools like cost-benefit analysis, cost effectiveness analysis, discounting, rate of return, payback method, breakeven analysis, productivity analysis, and multiple regression analysis.
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This document discusses various financial management methodologies for governments including cash management, risk management, procurement, cutback management, and debt management. It provides information on measuring financial condition, detecting operating deficits, cash budgeting, economic ordering quantities, and developing debt management policies. The goal is to help governments maintain service levels, withstand economic disruptions, and meet demands through effective financial administration practices.
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Grammarly Registration & Use Instructions
Grammarly is a free premium tool for SUNY Canton students to check assignments for grammar, spelling, and plagiarism errors before submission. Students should create a Grammarly account with their school email for access. When using Grammarly, students should upload their document, verify they have the premium version, and attach a screenshot of the Grammarly summary to their assignment file.
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This document discusses managing digital business transformation and growth hacking. It provides learning outcomes on critically analyzing an organization's transformation journey, reviewing approaches for digital transformation, and producing growth hacking and analytics plans. The document also defines key terms, presents frameworks for digital transformation and growth hacking, and discusses measuring the effectiveness of digital businesses.
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BSAD 372 - CH 7
This document discusses strategies for digital marketing. It begins by outlining learning outcomes around developing digital marketing strategies and plans. It then discusses issues around integrating traditional and digital marketing approaches. The document provides definitions of digital marketing and explores how various e-tools can support marketing objectives. It also analyzes frameworks for digital marketing plans and objectives. Finally, it evaluates options for varying the marketing mix for digital channels.
BSAD 372 - CH 6
This document discusses supply chain management and e-procurement. It defines key terms like supply chain management and examines how information systems can support supply chain management and e-procurement. It also explores different procurement methods and how to evaluate their potential for cost savings.
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BSAD 340 Spring 2017 - CH 6
- 1. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 C H A P T E R Communicating in Writing
- 2. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Tactical Elements for Written Communication Planning and developing the message Selecting and incorporating visual elements Revising for coherence and flow Revising for style and tone
- 3. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Planning and Developing the Message Introduction CloseBody Parts of a Message Intro and Body: • Direct approach • Indirect approach Conclusions: • Goodwill • Summary • Sales
- 4. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 Planning and Developing the Message Persuasive Messages 1. How will my audience initially react to my proposal 2. How does my audience feel about me, my company, or my product or service? 3. What are your audience’s needs? In what ways does your idea or proposal fulfill those needs? 4. What benefits does your proposal provide to your audience? 5. What obstacles or objections must you overcome? 6. Is this a sales proposal or a competitive message? If so, what do my competitors offer? How might I distinguish myself or my ideas favorably from my competitors?
- 5. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 Planning and Developing the Message Persuasive Messages TYPES OF APPEALS COMPONENTS Quality of the evidence
- 6. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 Planning and Developing the Message Persuasive Messages Attention Interest Desire Action The AIDA Approach
- 7. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 How Do I Deal with a Resistant Audience? 1. Open with statement of common ground 2. Explain need for change 3. Eliminate objections 4. Provide specific solution or recommendations 5. Explain implementation of plan if appropriate
- 8. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Planning and Developing the Message Reports and Proposals • Define a problem • Gather data • Develop recommendations • Can be formal or informal Reports • Serve as sales documents recommending changes or purchases internally or offering services externally • Can be formal or informal Proposals
- 9. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Do Visuals Matter for Writing?
- 10. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Do Visuals Matter for Writing?
- 11. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Revising: Coherence and Flow When revising: Check for accurate topic sentences Check for paragraph coherence Include transitions and forecasting where appropriate
- 12. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Revising: Style and Tone Written business messages should use: Short, simple, precise words, and yet avoid slang Short yet complete sentences and short paragraphs Standard English First- and second-person pronouns
- 13. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Tips for Submitting a Message SEND! Only send copies to those who need the info Proofread for mechanical correctness Avoid using BCC, which may look sneaky