Module 4 - SLPStudent Achievement, Accountability, and Community.docxroushhsiu
Module 4 - SLP
Student Achievement, Accountability, and Community Partnerships
The Module 4 readings provide you with a brief background on issues related to student achievement, accountability, and community partnerships. The goal of this assignment is to explore these areas at your current work site. Locate a recent accountability report regarding your school’s student academic achievement. In a 3- to 5-page paper, assess whether or not the accountability measures utilized in the report provide an accurate representation of your school site. Identify and discuss one area where the school is excelling. Identify and discuss one area where the school needs to improve. Next, identify one area that is not addressed in the report, but you feel should have been explored further (either because it demonstrates an area of success or an area that needs improvement). Lastly, evaluate whether or not your school site involves the community or encourages community partnerships. How has this affected student performance?
SLP Assignment Expectations
Your paper will be assessed on the following criteria:
Assignment-driven criteria: Demonstrates mastery covering all key elements of the assignment in a substantive way.
Scholarly writing: Demonstrates mastery and proficiency in scholarly written communication to an appropriately specialized audience.
Quality of references and organization: Demonstrates mastery using relevant and quality sources and uses appropriate, relevant, and compelling content to support ideas, and convey understanding of the topic and shape the work.
Citing sources: Demonstrates mastery using in-text citations or sources and properly uses APA format including a full reference list.
Critical thinking/Application to professional practice: Demonstrates mastery conceptualizing the problem, and viewpoints and assumptions of experts are analyzed, synthesized, and evaluated thoroughly. Conclusions are logically presented and applied to professional practice in an exceptional manner.
Privacy Policy | Contact
bgloss.indd 312 11/26/2015 7:40:39 PM
Managing and Using
Information Systems
A STRATEGIC APPROACH
Sixth Edition
Keri E. Pearlson
KP Partners
Carol S. Saunders
W.A. Franke College of Business
Northern Arizona University
Dr. Theo and Friedl Schoeller Research Center for Business and Society
Dennis F. Galletta
Katz Graduate School of Business
University of Pittsburgh, Pittsburgh, PA
ffirs.indd 1 12/1/2015 12:34:39 PM
VICE PRESIDENT & DIRECTOR George Hoffman
EXECUTIVE EDITOR Lise Johnson
DEVELOPMENT EDITOR Jennifer Manias
ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham
SENIOR PRODUCT DESIGNER Allison Morris
MARKET SOLUTIONS ASSISTANT Amanda Dallas
SENIOR DIRECTOR Don Fowley
PROJECT MANAGER Gladys Soto
PROJECT SPECIALIST Nichole Urban
PROJECT ASSISTANT Anna Melhorn
EXECUTIVE MARKETING MANAGER Christopher DeJohn
ASSISTANT MARKETING MANAGER Puja Katariwala
ASSOCIATE DIRECTOR Kevin Holm
S ...
Module 4 - SLPStudent Achievement, Accountability, and Community.docxroushhsiu
Module 4 - SLP
Student Achievement, Accountability, and Community Partnerships
The Module 4 readings provide you with a brief background on issues related to student achievement, accountability, and community partnerships. The goal of this assignment is to explore these areas at your current work site. Locate a recent accountability report regarding your school’s student academic achievement. In a 3- to 5-page paper, assess whether or not the accountability measures utilized in the report provide an accurate representation of your school site. Identify and discuss one area where the school is excelling. Identify and discuss one area where the school needs to improve. Next, identify one area that is not addressed in the report, but you feel should have been explored further (either because it demonstrates an area of success or an area that needs improvement). Lastly, evaluate whether or not your school site involves the community or encourages community partnerships. How has this affected student performance?
SLP Assignment Expectations
Your paper will be assessed on the following criteria:
Assignment-driven criteria: Demonstrates mastery covering all key elements of the assignment in a substantive way.
Scholarly writing: Demonstrates mastery and proficiency in scholarly written communication to an appropriately specialized audience.
Quality of references and organization: Demonstrates mastery using relevant and quality sources and uses appropriate, relevant, and compelling content to support ideas, and convey understanding of the topic and shape the work.
Citing sources: Demonstrates mastery using in-text citations or sources and properly uses APA format including a full reference list.
Critical thinking/Application to professional practice: Demonstrates mastery conceptualizing the problem, and viewpoints and assumptions of experts are analyzed, synthesized, and evaluated thoroughly. Conclusions are logically presented and applied to professional practice in an exceptional manner.
Privacy Policy | Contact
bgloss.indd 312 11/26/2015 7:40:39 PM
Managing and Using
Information Systems
A STRATEGIC APPROACH
Sixth Edition
Keri E. Pearlson
KP Partners
Carol S. Saunders
W.A. Franke College of Business
Northern Arizona University
Dr. Theo and Friedl Schoeller Research Center for Business and Society
Dennis F. Galletta
Katz Graduate School of Business
University of Pittsburgh, Pittsburgh, PA
ffirs.indd 1 12/1/2015 12:34:39 PM
VICE PRESIDENT & DIRECTOR George Hoffman
EXECUTIVE EDITOR Lise Johnson
DEVELOPMENT EDITOR Jennifer Manias
ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham
SENIOR PRODUCT DESIGNER Allison Morris
MARKET SOLUTIONS ASSISTANT Amanda Dallas
SENIOR DIRECTOR Don Fowley
PROJECT MANAGER Gladys Soto
PROJECT SPECIALIST Nichole Urban
PROJECT ASSISTANT Anna Melhorn
EXECUTIVE MARKETING MANAGER Christopher DeJohn
ASSISTANT MARKETING MANAGER Puja Katariwala
ASSOCIATE DIRECTOR Kevin Holm
S ...
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street,
Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon
completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street,
Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon
completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street,
Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon
completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
Social Networking Sites: An Academic Approach to Revenue GenerationKristelle Siarza
For more information, please visit her website at http://www.about.me/misskristelle or send her an email at kristellesiarza@gmail.com
ABSTRACT:
This study discusses social networking sites and its potential of generating revenue if word-of-mouth communication is factored into a business marketing plan. With academic research and an independent study analyzing buyer behavior and the usage social networking sites, discussion is based on the discovery of word-of-mouth communication and its effects when distributed through social networking sites. Because word-of-mouth is proven as the most effective type of communication to influence buyer decisions and the type of communication travels quickly and successfully through social media, we prove social networking sites can influence revenue generation for businesses.
Evaluating Impact: NLab, Amplified Leicester, and creative innovation via soc...Dr Sue Thomas
SEMINAR: Evaluating Impact: NLab, Amplified Leicester, and creative innovation via social media
Wednesday 8th June 2011, 4pm at the Institute of Creative Technologies De Montfort University, Leicester, UK .
Since 2005, DMU has initiated a series of projects which share a common focus of exploring social media as a means of stimulating creative innovation in business, non-profit, and community life in and around Leicester. They include NLab and CreativeCoffee Club (funded by HEIF, the Higher Education Innovation Fund) and Amplified Leicester (funded by NESTA, the National Endowment for Science, Technology and the Arts). Professor Sue Thomas has devised and directed these activities across the Faculty of Humanities and the Institute of Creative Technologies.
Emergence has been a dominant feature of all the projects and, despite being driven by different agendas, each has informed the shaping of the others. An important element has been the creation and evolution of spaces, both physical and intellectual, which support:
* the application of academic research to real-life problems
* the connection of cutting-edge research into social media innovation with local creative businesses
* the creation of a network linking De Montfort University with small businesses, non-profits, and local agencies
Dr Souvik Mukherjee has evaluated the impact of these projects both in relation to their importance for the Research Excellence Framework and with regard to indications of future developments building on current achievements. In the process, he has also gleaned valuable insights into the REF Impact agenda which will be of interest to colleagues in a wide range of disciplines.
Dr Mukherjee is a Research fellow in the Department of Media, Film and Journalism in the Faculty of Humanities. He is currently involved in analysing the impact of social media projects on communities, especially in relation to business innovation and transliteracy. Having completed his PhD on storytelling in New Media, especially focusing on videogame narratives, Souvik has published and presented papers on a range of related topics. Besides New Media, he also takes a keen interest in e-learning and has been involved in analysing online media and virtual learning network usage in higher education. After completing his project at DMU, Souvik intends to return home to India to develop New Media research networks there.
The document discusses W.L. Gore & Associates, an American manufacturing company known for Gore-Tex fabric. It notes that the company was founded by Bill Gore in his basement in 1958 after developing PTFE-coated ribbon while working at DuPont. Gore has a unique flat organizational structure where employees have flexibility, self-guide their work, and are all considered shareholders, contributing to the company's culture of innovation.
LIUB Movement for School Safety Case Discussion.docxstudywriters
This document provides an overview of the 16th edition of the textbook "Business and Society: Stakeholders, Ethics, Public Policy" by Anne T. Lawrence and James Weber. It discusses the increasingly complex relationship between business and society in a globalized world with greater public scrutiny and demands for ethical and socially responsible behavior from businesses. It highlights issues like changing regulations, new technologies, shifting employment practices, climate change, and economic inequality that businesses must navigate and addresses their obligations to various stakeholders.
LIUB Movement for School Safety Case Discussion.docxwrite4
This document provides an overview of the 16th edition of the textbook "Business and Society: Stakeholders, Ethics, Public Policy" by Anne T. Lawrence and James Weber. It discusses the increasingly complex relationship between business and society in a globalized world with greater public scrutiny and demands for ethical and socially responsible behavior from businesses. It highlights issues like changing regulations, new technologies, shifting employment practices, climate change, and economic inequality that businesses must navigate and addresses their obligations to various stakeholders.
This document summarizes a discussion on the future of the communications industry. Key themes from the discussion include:
- The rise of social media has accelerated the need for speed in communications and increased competition from citizen journalists and everyday people.
- Communications is shifting from a focus on art and passion to science and strategy, from one mass audience to many niche audiences, from limited platforms to multiple platforms, and from personalities to brands.
- Fact checking is now done more by the public rather than just professionals. Speed and being first is prioritized over accuracy.
- While the environment is changing, good communications still requires clarity, honesty, brevity and understanding what matters most to different audiences. Adapting strategies
Lisa Harris is a professor who researches how social technologies are transforming various fields like business, careers, politics, and education. She discusses her background and research projects investigating technological change. Her "Punch Above Your Weight" project examined how small businesses use technologies to build their brand and collaborate. She also discusses issues around digital presence and the opportunities and challenges of using social media in education and politics.
Dunkin Donuts I. Technology1. Describe the core techn.docxsagarlesley
Dunkin Donuts
I. Technology
1. Describe the core technology of your organization. Be detailed in your descriptions.
2. Select 1 department within the organization and describe its technology. Give examples.
3. Assess interdepartmental technology and connections. Give examples.
4. Using the various concepts in the textbook, provide a strategy for current or future use that would allow the organization to develop and enhance its use of information technology. E.g., if the organization is currently at the operational level, what would enhance its effectiveness at that level and would decision-making and control tools would be appropriate to introduce at this stage? Alternatively, if it operates at the decision-making and control level, how effective is it at that level and what strategic applications should it be considering? Be detailed and specific in
your answers
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authoriza ...
Excelorators Winter Forum at the Harvard Club Featuring Nobel Laureate Eric M...jbayrd
The Forum will address financial innovation trends, O2O commerce models and collaborative investment opportunities between the US and China, and will take place December 2nd-4th at the Harvard Club in Boston. The event is being covered by CCTV (China Central Television) with footage being incorporated into an entrepreneur news program for broadcast throughout China. Additionally, guests will enjoy VIP access to the Cambridge Innovation Center and MIT Media Labs.
Business CommunicationDeveloping Leaders for a Networked.docxdewhirstichabod
This document provides information about the third edition of the textbook "Business Communication: Developing Leaders for a Networked World" by Peter W. Cardon. It includes details about the author, topics covered in the textbook, and changes made for the third edition.
The summary is:
This textbook aims to help business students develop professional credibility for success in today's networked world. It covers traditional business communication topics but also includes modern topics like social media, technology, intercultural communication, and business proposals. Changes to the third edition update content, expand coverage of concepts like emotional intelligence and online reputation management, and add exercises throughout. The goal is to prepare students for effective communication and leadership in a rapidly changing business environment
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
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Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
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BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street,
Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon
completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street,
Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
during the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon
completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee
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Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses
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completion of the review period, please return the evaluation copy to Wiley. Return instructions and a free of charge
return mailing label are available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in
your course, p ...
Social Networking Sites: An Academic Approach to Revenue GenerationKristelle Siarza
For more information, please visit her website at http://www.about.me/misskristelle or send her an email at kristellesiarza@gmail.com
ABSTRACT:
This study discusses social networking sites and its potential of generating revenue if word-of-mouth communication is factored into a business marketing plan. With academic research and an independent study analyzing buyer behavior and the usage social networking sites, discussion is based on the discovery of word-of-mouth communication and its effects when distributed through social networking sites. Because word-of-mouth is proven as the most effective type of communication to influence buyer decisions and the type of communication travels quickly and successfully through social media, we prove social networking sites can influence revenue generation for businesses.
Evaluating Impact: NLab, Amplified Leicester, and creative innovation via soc...Dr Sue Thomas
SEMINAR: Evaluating Impact: NLab, Amplified Leicester, and creative innovation via social media
Wednesday 8th June 2011, 4pm at the Institute of Creative Technologies De Montfort University, Leicester, UK .
Since 2005, DMU has initiated a series of projects which share a common focus of exploring social media as a means of stimulating creative innovation in business, non-profit, and community life in and around Leicester. They include NLab and CreativeCoffee Club (funded by HEIF, the Higher Education Innovation Fund) and Amplified Leicester (funded by NESTA, the National Endowment for Science, Technology and the Arts). Professor Sue Thomas has devised and directed these activities across the Faculty of Humanities and the Institute of Creative Technologies.
Emergence has been a dominant feature of all the projects and, despite being driven by different agendas, each has informed the shaping of the others. An important element has been the creation and evolution of spaces, both physical and intellectual, which support:
* the application of academic research to real-life problems
* the connection of cutting-edge research into social media innovation with local creative businesses
* the creation of a network linking De Montfort University with small businesses, non-profits, and local agencies
Dr Souvik Mukherjee has evaluated the impact of these projects both in relation to their importance for the Research Excellence Framework and with regard to indications of future developments building on current achievements. In the process, he has also gleaned valuable insights into the REF Impact agenda which will be of interest to colleagues in a wide range of disciplines.
Dr Mukherjee is a Research fellow in the Department of Media, Film and Journalism in the Faculty of Humanities. He is currently involved in analysing the impact of social media projects on communities, especially in relation to business innovation and transliteracy. Having completed his PhD on storytelling in New Media, especially focusing on videogame narratives, Souvik has published and presented papers on a range of related topics. Besides New Media, he also takes a keen interest in e-learning and has been involved in analysing online media and virtual learning network usage in higher education. After completing his project at DMU, Souvik intends to return home to India to develop New Media research networks there.
The document discusses W.L. Gore & Associates, an American manufacturing company known for Gore-Tex fabric. It notes that the company was founded by Bill Gore in his basement in 1958 after developing PTFE-coated ribbon while working at DuPont. Gore has a unique flat organizational structure where employees have flexibility, self-guide their work, and are all considered shareholders, contributing to the company's culture of innovation.
LIUB Movement for School Safety Case Discussion.docxstudywriters
This document provides an overview of the 16th edition of the textbook "Business and Society: Stakeholders, Ethics, Public Policy" by Anne T. Lawrence and James Weber. It discusses the increasingly complex relationship between business and society in a globalized world with greater public scrutiny and demands for ethical and socially responsible behavior from businesses. It highlights issues like changing regulations, new technologies, shifting employment practices, climate change, and economic inequality that businesses must navigate and addresses their obligations to various stakeholders.
LIUB Movement for School Safety Case Discussion.docxwrite4
This document provides an overview of the 16th edition of the textbook "Business and Society: Stakeholders, Ethics, Public Policy" by Anne T. Lawrence and James Weber. It discusses the increasingly complex relationship between business and society in a globalized world with greater public scrutiny and demands for ethical and socially responsible behavior from businesses. It highlights issues like changing regulations, new technologies, shifting employment practices, climate change, and economic inequality that businesses must navigate and addresses their obligations to various stakeholders.
This document summarizes a discussion on the future of the communications industry. Key themes from the discussion include:
- The rise of social media has accelerated the need for speed in communications and increased competition from citizen journalists and everyday people.
- Communications is shifting from a focus on art and passion to science and strategy, from one mass audience to many niche audiences, from limited platforms to multiple platforms, and from personalities to brands.
- Fact checking is now done more by the public rather than just professionals. Speed and being first is prioritized over accuracy.
- While the environment is changing, good communications still requires clarity, honesty, brevity and understanding what matters most to different audiences. Adapting strategies
Lisa Harris is a professor who researches how social technologies are transforming various fields like business, careers, politics, and education. She discusses her background and research projects investigating technological change. Her "Punch Above Your Weight" project examined how small businesses use technologies to build their brand and collaborate. She also discusses issues around digital presence and the opportunities and challenges of using social media in education and politics.
Dunkin Donuts I. Technology1. Describe the core techn.docxsagarlesley
Dunkin Donuts
I. Technology
1. Describe the core technology of your organization. Be detailed in your descriptions.
2. Select 1 department within the organization and describe its technology. Give examples.
3. Assess interdepartmental technology and connections. Give examples.
4. Using the various concepts in the textbook, provide a strategy for current or future use that would allow the organization to develop and enhance its use of information technology. E.g., if the organization is currently at the operational level, what would enhance its effectiveness at that level and would decision-making and control tools would be appropriate to introduce at this stage? Alternatively, if it operates at the decision-making and control level, how effective is it at that level and what strategic applications should it be considering? Be detailed and specific in
your answers
BINDEXXML 06/22/2012 18:40:24 Page 402
FFIRSXML 06/22/2012 18:37:30 Page 1
5TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
Dr. Theo and Friedl Schoeller Research Center for Business and Society
JOHN WILEY & SONS, INC.
FFIRSXML 06/22/2012 18:37:30 Page 2
To Yale & Hana
To Rusty, Russell & Kristin
VP & EXECUTIVE PUBLISHER: Don Fowley
EXECUTIVE EDITOR: Beth Lang Golub
ASSISTANT EDITOR: Samantha Mandel
PROGRAM ASSISTANT: Elizabeth Mills
MARKETING MANAGER: Chris Ruel
MARKETING ASSISTANT: Ashley Tomeck
DESIGNER: Wendy Lai
ASSOCIATE PRODUCTION MANAGER: Joyce Poh
PRODUCTION EDITOR: Jolene Ling
This book was set in 10/12pt NewCaledonia by Thomson Digital and printed and bound by Courier Westford. The cover was
printed by Courier Westford.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of
principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a
Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face
in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct
within our business and among our vendors, and community and charitable support. For more information, please visit our
website: www.wiley.com/go/citizenship.
Copyright # 2013, 2010, 2006, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act,
without either the prior written permission of the Publisher, or authoriza ...
Excelorators Winter Forum at the Harvard Club Featuring Nobel Laureate Eric M...jbayrd
The Forum will address financial innovation trends, O2O commerce models and collaborative investment opportunities between the US and China, and will take place December 2nd-4th at the Harvard Club in Boston. The event is being covered by CCTV (China Central Television) with footage being incorporated into an entrepreneur news program for broadcast throughout China. Additionally, guests will enjoy VIP access to the Cambridge Innovation Center and MIT Media Labs.
Business CommunicationDeveloping Leaders for a Networked.docxdewhirstichabod
This document provides information about the third edition of the textbook "Business Communication: Developing Leaders for a Networked World" by Peter W. Cardon. It includes details about the author, topics covered in the textbook, and changes made for the third edition.
The summary is:
This textbook aims to help business students develop professional credibility for success in today's networked world. It covers traditional business communication topics but also includes modern topics like social media, technology, intercultural communication, and business proposals. Changes to the third edition update content, expand coverage of concepts like emotional intelligence and online reputation management, and add exercises throughout. The goal is to prepare students for effective communication and leadership in a rapidly changing business environment
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
Motivation and Retention Discuss the specific strategies you pl.docxaudeleypearl
Motivation and Retention
Discuss the specific strategies you plan to use to motivate individuals from your priority
population to participate in your program and continue working on their behavior change.
You can refer to information you obtained from the Potential Participant Interviews. You
also can search the literature for strategies that have been successfully used in similar
situations; be sure to cite references in APA format.
.
Mother of the Year In recognition of superlative paren.docxaudeleypearl
The document discusses Facebook's decision in 2015 to change the "like" button on the platform. It describes how Chris Cox, Facebook's chief product officer, led discussions about overhauling the button. The like button had become a blunt tool, and Cox wanted to expand the range of emotions that users could express beyond just "liking" something. This would become the "Reactions" feature, allowing responses like love, haha, wow, sad, and angry. The change took over a year to develop and test before being publicly launched.
Mrs. G, a 55 year old Hispanic female, presents to the office for he.docxaudeleypearl
Mrs. G, a 55 year old Hispanic female, presents to the office for her annual exam. She reports that lately she has been very fatigued and just does not seem to have any energy. This has been occurring for 3 months. She is also gaining weight since menopause last year. She joined a gym and forces herself to go twice a week, where she walks on the treadmill at least 30 minutes but she has not lost any weight, in fact she has gained 3 pounds. She doesn’t understand what she is doing wrong. She states that exercise seems to make her even more hungry and thirsty, which is not helping her weight loss. She wants get a complete physical and to discuss why she is so tired and get some weight loss advice. She also states she thinks her bladder has fallen because she has to go to the bathroom more often, recently she is waking up twice a night to urinate and seems to be urinating more frequently during the day. This has been occurring for about 3 months too. This is irritating to her, but she is able to fall immediately back to sleep.
Current medications:
Tylenol 500 mg 2 tabs daily for knee pain. Daily multivitamin
PMH:
Has left knee arthritis. Had chick pox and mumps as a child. Vaccinations up to
date.
GYN hx:
G2 P1. 1 SAB, 1 living child, full term, wt 9lbs 2 oz. LMP 15months ago. No history of abnormal Pap smear.
FH:
parents alive, well, child alive, well. No siblings. Mother has HTN and father has high cholesterol.
SH:
works from home part time as a planning coordinator. Married. No tobacco history, 1-2 glasses wine on weekends. No illicit drug use
Allergies
: NKDA, allergic to cats and pollen. No latex allergy
Vital signs
: BP 129/80; pulse 76, regular; respiration 16, regular
Height 5’2.5”, weight 185 pounds
General:
obese female in no acute distress. Alert, oriented and cooperative.
Skin
: warm dry and intact. No lesions noted
HEENT:
head normocephalic. Hair thick and distribution throughout scalp. Eyes without exudate, sclera white. Wears contacts. Tympanic membranes gray and intact with light reflex noted. Pinna and tragus nontender. Nares patent without exudate. Oropharynx moist without erythema. Teeth in good repair, no cavities noted. Neck supple. Anterior cervical lymph nontender to palpation. No lymphadenopathy. Thyroid midline, small and firm without palpable masses.
CV
: S1 and S2 RRR without murmurs or rubs
Lungs
: Clear to auscultation bilaterally, respirations unlabored.
Abdomen
- soft, round, nontender with positive bowel sounds present; no organomegaly; no abdominal bruits. No CVAT.
Labwork:
CBC
:
WBC 6,000/mm3 Hgb 12.5 gm/dl Hct 41% RBC 4.6 million MCV 88 fl MCHC
34 g/dl RDW 13.8%
UA:
pH 5, SpGr 1.013, Leukocyte esterase negative, nitrites negative, 1+ glucose; small protein; negative for ketones
CMP:
Sodium 139
Potassium 4.3
Chloride 100
CO2 29
Glucose 95
BUN 12
Creatinine 0.7
GFR est non-AA 92 mL/min/1.73 GFR est AA 101 mL/min/1.73 Calcium 9.5
Total protein 7.6 Bilirubin, total 0.6 Alkaline.
Mr. Rivera is a 72-year-old patient with end stage COPD who is in th.docxaudeleypearl
Mr. Rivera is a 72-year-old patient with end stage COPD who is in the care of Hospice. He has a history of smoking, hypertension, obesity, and type 2 Diabetes. He is on Oxygen 2L per nasal cannula around the clock. His wife and 2 adult children help with his care. Develop a concept map for Mr. Rivera. Consider the patients Ethnic background (he and his family are from Mexico) and family dynamics. Please use the
concept map
form provided.
.
Mr. B, a 40-year-old avid long-distance runner previously in goo.docxaudeleypearl
Mr. B, a 40-year-old avid long-distance runner previously in good health, presented to his primary provider for a yearly physical examination, during which a suspicious-looking mole was noticed on the back of his left arm, just proximal to the elbow. He reported that he has had that mole for several years, but thinks that it may have gotten larger over the past two years. Mr. B reported that he has noticed itchiness in the area of this mole over the past few weeks. He had multiple other moles on his back, arms, and legs, none of which looked suspicious. Upon further questioning, Mr. B reported that his aunt died in her late forties of skin cancer, but he knew no other details about her illness. The patient is a computer programmer who spends most of the work week indoors. On weekends, however, he typically goes for a 5-mile run and spends much of his afternoons gardening. He has a light complexion, blonde hair, and reports that he sunburns easily but uses protective sunscreen only sporadically.
Physical exam revealed: Head, neck, thorax, and abdominal exams were normal, with the exception of a hard, enlarged, non-tender mass felt in the left axillary region. In addition, a 1.6 x 2.8 cm mole was noted on the dorsal upper left arm. The lesion had an appearance suggestive of a melanoma. It was surgically excised with 3 mm margins using a local anesthetic and sent to the pathology laboratory for histologic analysis. The biopsy came back Stage II melanoma.
1. How is Stage II melanoma treated and according to the research how effective is this treatment?
250 words.
.
Moving members of the organization through the change process ca.docxaudeleypearl
Moving members of the organization through the change process can be quite difficult. As leaders take on this challenge of shifting practice from the current state to the future, they face the obstacles of confidence and competence experienced by staff. Change leaders understand the importance of recognizing their moral purpose and helping others to do the same. Effective leaders foster moral purpose by building relationships, considering other’s perspectives, demonstrating respect, connecting others, and examining progress (Fullan & Quinn, 2016). For this Discussion, you will clarify your own moral perspective and how it will impact the elements of focusing direction.
To prepare:
· Review the Adams and Miskell article. Reflect on the measures taken in building capacity throughout the organization.
· Review Fullan and Quinn’s elements of Focusing Direction in Chapter 2. Reflect on aspects needed to build capacity as a leader.
· Analyze the two case examples used to illustrate focused direction in Chapter 2.
· Clarify your own moral purpose, combining your personal values, persistence, emotional intelligence, and resilience.
A brief summary clarifying your own moral imperative.
· Using the guiding questions in Chapter 2 on page 19, explain your moral imperative and how you can use your strengths to foster moral imperative in others.
· Based on Fullan’s information on change leadership, in which areas do you feel you have strong leadership skills? Which areas do you feel you need to continue to develop?
Learning Resources
Required Readings
Fullan, M., & Quinn, J. (2016).
Coherence: The right drivers in action for schools, districts, and systems
. Thousand Oaks, CA: Corwin.
Chapter 2, “Focusing Direction” (pp. 17–46)
Florian, L. (Ed.). (2014).
The SAGE handbook of special education
(2nd ed.). London, England: Sage Publications Ltd.
Chapter 23, “Researching Inclusive Classroom Practices: The Framework for Participation” (389–404)
Chapter 31, “Assessment for Learning and the Journey Towards Inclusion” (pp. 523–536)
Adams, C.M., & Miskell, R.C. (2016). Teacher trust in district administration: A promising line of inquiry. Journal of Leadership for Effective and Equitable Organizations, 1-32. DOI: 10.1177/0013161X1665220
Choi, J. H., Meisenheimer, J. M., McCart, A. B., & Sailor, W. (2016). Improving learning for all students through equity-based inclusive reform practices effectiveness of a fully integrated school-wide model on student reading and math achievement. Remedial and Special Education, doi:10.1177/0741932516644054
Sailor, W. S., & McCart, A. B. (2014). Stars in alignment. Research and Practice for Persons with Severe Disabilities, 39(1), 55-64. doi: 10.1177/1540796914534622
Required Media
Grand City Community
Laureate Education (Producer) (2016c).
Tracking data
[Video file]. Baltimore, MD: Author.
Go to the Grand City Community and click into
Grand City School District Administration Offices
. Revie.
Mr. Friend is acrime analystwith the SantaCruz, Califo.docxaudeleypearl
Mr. Friend is a
crime analyst
with the Santa
Cruz, California,
Police
Department.
Predictive Policing: Using Technology to Reduce Crime
By Zach Friend, M.P.P.
4/9/2013
Nationwide law enforcement agencies face the problem
of doing more with less. Departments slash budgets
and implement furloughs, while management struggles
to meet the public safety needs of the community. The
Santa Cruz, California, Police Department handles the
same issues with increasing property crimes and
service calls and diminishing staff. Unable to hire more
officers, the department searched for a nontraditional
solution.
In late 2010 researchers published a paper that the
department believed might hold the answer. They
proposed that it was possible to predict certain crimes,
much like scientists forecast earthquake aftershocks.
An “aftercrime” often follows an initial crime. The time and location of previous criminal activity helps to
determine future offenses. These researchers developed an algorithm (mathematical procedure) that
calculates future crime locations.1
Equalizing Resources
The Santa Cruz Police Department has 94 sworn officers and serves a population of 60,000. A
university, amusement park, and beach push the seasonal population to 150,000. Department personnel
contacted a Santa Clara University professor to apply the algorithm, hoping that leveraging technology
would improve their efforts. The police chief indicated that the department could not hire more officers.
He felt that the program could allocate dwindling resources more efficiently.
Santa Cruz police envisioned deploying officers by shift to the most targeted locations in the city. The
predictive policing model helped to alert officers to targeted locations in real time, a significant
improvement over traditional tactics.
Making it Work
The algorithm is a culmination of anthropological and criminological behavior research. It uses complex
mathematics to estimate crime and predict future hot spots. Researchers based these studies on
In Depth
Featured Articles
- IAFIS Identifies Suspect from 1978 Murder Case
- Predictive Policing: Using Technology to Reduce
Crime
- Legal Digest Part 1 - Part 2
Search Warrant Execution: When Does Detention Rise to
Custody?
- Perspective
Public Safety Consolidation: Does it Make Sense?
- Leadership Spotlight
Leadership Lessons from Home
Archive
- Web and Print
Departments
- Bulletin Notes - Bulletin Honors
- ViCAP Alerts - Unusual Weapons
- Bulletin Reports
Topics in the News
See previous LEB content on:
- Hostage Situations - Crisis Management
- School Violence - Psychopathy
About LEB
- History - Author Guidelines (pdf)
- Editorial Staff - Editorial Release Form (pdf)
Patch Call
Known locally as the
“Gateway to the Summit,”
which references the city’s
proximity to the Bechtel Family
National Scout Reserve. More
The patch of the Miamisburg,
Ohio, Police Department
prominently displays the city
seal surroun.
Mr. E is a pleasant, 70-year-old, black, maleSource Self, rel.docxaudeleypearl
Mr. E is a pleasant, 70-year-old, black, male
Source: Self, reliable source
Subjective:
Chief complaint:
“I urinate frequently.”
HPI:
Patient states that he has had an increase in urination for the past several years, which seems to be worsening over the past year. He estimates that he urinates clear/light yellow urine approximately every 1.5-2 hours while awake and is up 2-4 times at night to urinate. He states some urgency and hesitancy with urination and feeling of incomplete voiding. He denies any pain or blood. Denies any head trauma. Denies any increase in thirst or hunger. He denies any unintentional weight loss.
Allergies
: NKA
Current Mediations
:
Multivitamin, daily
Aspirin, 81 mg, daily
Olmesartan, 20 mg daily
Atorvastatin, 10 mg daily
Diphenhydramine, 50 mg, at night
Pertinent History:
Hypertension, hyperlipidemia, insomnia
Health Maintenance. Immunizations:
Immunizations up to date
Family History:
No cancer, cardiac, pulmonary or autoimmune disease in immediate family members
Social History:
Patient lives alone. He drinks one cup of caffeinated coffee each morning at the local diner. He denies any nicotine, alcohol or drug use.
ROS:
Incorporated into HPI
Objective:
VS
– BP: 118/68, HR: 86, RR: 16, Temp 97.6, oxygenation 100%, weight: 195 lbs, height: 70 inches.
Mr. E is alert, awake, oriented x 3. Patient is clean and dressed appropriate for age.
Cardiac: No cardiomegaly or thrills; regular rate and rhythm, no murmur or gallop
Respiratory: Clear to auscultation
Abdomen: Bowel sounds positive. Soft, nontender, nondistended, no hepatomegaly
Neuro: CN 2-12 intact
Renal/prostate: Prostate enlarged, non-tender. No asymmetry or nodules palpated
Labs:
Test Name
Result
Units
Reference Range
Color
Yellow
Yellow
Clarity
Clear
Clear
Bilirubin
Negative
Negative
Specific Gravity
1.011
1.003-1.030
Blood
Negative
Negative
pH
7.5
4.5-8.0
Nitrite
Negative
Negative
Leukocyte esterase
Negative
Negative
Glucose
Negative
mg/dL
Negative
Ketones
Negative
mg/dL
Negative
Protein
Negative
mg/dL
Negative
WBC
Negative
/hpf
Negative
RBC
Negative
/hpf
Negative
Lab
Pt’s Result
Range
Units
Sodium
137
136-145
mmol/L
Potassium
4.7
3.5-5.1
mmol/L
Chloride
102
98-107
mmol/L
CO2
30
21-32
mmol/L
Glucose
92
70-99
mg/dL
BUN
7
6-25
mg/dL
Creat
1.6
.8-1.3
mg/dL
GFR
50
>60
Calcium
9.6
8.2-10.2
mg/dL
Total Protein
8.0
6.4-8.2
g/dL
Albumin
4.5
3.2-4.7
g/dL
Bilirubin
1.1
<1.1
mg/dL
Alkaline Phosphatase
94
26-137
U/L
AST
25
0-37
U/L
ALT
55
15-65
U/L
Pt’s results
Normal Range
Units
WBC
9.9
3.4 - 10.8
x10E3/uL
RBC
4.0
3.77 - 5.28
x10E6/uL
Hemoglobin
11.5
11.1 - 15.9
g/dL
H.
Motor Milestones occur in a predictable developmental progression in.docxaudeleypearl
Motor Milestones occur in a predictable developmental progression in young children. They begin with reflexive movements that develop into voluntary movement patterns. For the motor milestone of independent walking, there are many precursor reflexes that must first integrate and beginning movement patterns that must be learned. Explain the motor progression of walking in a child, starting with the integration of primitive reflexes to the basic motor skills needed for a child to walk independently. Discuss at which time frame each milestone occurs from birth to walking (12-18 months of age). What are some reasons why a child could be delayed in walking? At what age is a child considered delayed in walking and in need of intervention? What interventions are available to children who are having difficulty walking? Please be sure to use APA citations for all sources used to formulate your answers.
.
Most women experience their closest friendships with those of th.docxaudeleypearl
Most women experience their closest friendships with those of the same sex. Men have suffered more of a stigma in terms of sharing deep bonds with other men. Open affection and connection is not actively encouraged among men. Recent changes in society might impact this, especially with the advent of the meterosexual male. “The meterosexual male is less interested in blood lines, traditions, family, class, gender, than in choosing who they want to be and who they want to be with” (Vernon, 2010, p. 204).
In this week’s reading material, the following philosophers discuss their views on this topic: Simone de Beauvoir, Thomas Aquinas, MacIntyre, Friedman, Hunt, and Foucault. Make sure to incorporate their views as you answer each discussion question. Think about how their views may be similar or different from your own. In at least 250 words total, please answer each of the following, drawing upon your reading materials and your personal insight:
To what extent do you think women still have a better opportunity to forge deeper friendships than men? What needs to change to level the friendship playing field for men, if anything?
How is the role of the meterosexual man helping to forge a new pathway for male friendships?
.
Most patients with mental health disorders are not aggressive. Howev.docxaudeleypearl
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
SCHOLAR NURSING ARTICLE>>>APA FORMAT>>>
.
Most of our class readings and discussions to date have dealt wi.docxaudeleypearl
Most of our class readings and discussions to date have dealt with the issue of ethics and ethical behavior. Various philosophers have made contributions to jurisprudence including how to apply ethical principles (codes of conduct?) to ethical dilemma.
Your task is to watch the Netflix documentary ‘The Social Dilemma.’ If you cannot currently access Netflix it offers a free trial opportunity, which you can cancel after viewing the documentary. Should this not be an option for whatever reason, then please email me and we will create an alternative ethics question.
DUE DATE: Tuesday, Sept. 29, 2020 by noon
SEND YOUR NO MORE THAN 5 PAGE DOUBLE SPACED RESPONSE TO MY EMAIL ADDRESS. LATE PAPERS SUBJECT TO DOWNGRADING
As critics have written, the documentary showcases ways our minds are twisted and twirled by social media companies like Facebook, Twitter, and Google through their platforms and search engines, and the why of what they are doing, and what must be done to stop it.
After watching the movie, respond to the following questions in the order given. Use full sentences and paragraphs, and start off each section by stating the question you are answering. Be succinct.
What are the critical ethical issues identified?
What concerns are raised over the polarization of society and promulgation of fake news?
What is the “attention-extraction model” of software design and why worry?
What is “surveillance capitalism?”
Do you agree that social media warps your perceptions of reality?
Who has the power and control over these social media platforms – software designers, artificial intelligence (Ai), CEOs of media platforms, users, government?
Are social media platforms capable of self-regulation to address the political and ethical issues raised or not? If not, then should government regulate?
What other actions can be taken to address the basic concern of living in a world “…where no one believes what’s true.”
.
Most people agree we live in stressful times. Does stress and re.docxaudeleypearl
Stress may contribute to illness according to some research cited in textbooks. The question asks whether stress and reactions to stress can lead to health issues, and opinions should be supported by evidence from course materials. References in APA format are required.
Most of the ethical prescriptions of normative moral philosophy .docxaudeleypearl
Most of the ethical prescriptions of normative moral philosophy tend to fall into one of the following three categories: deontology, consequentialism, and virtue ethics. These categories in turn put an emphasis on different normative standards for judging what constitutes right and wrong actions.
Moral psychologists and behavioral economists such as Jonathan Haidt and Dan Ariely take a different approach: focusing not on some normative ethical framework for moral judgment, but rather on the psychological foundations of moral intuition and on the limitations that our human frailty places on real-world honesty, decency, and ethical commitments.
In this context, write a short essay (minimum 400 words) on what you see as the most important differences between the traditional normative philosophical approaches and the more recent empirical approach of moral psychology when it comes to ethics. As part of your answer also make sure that you discuss the implications of these differences.
Deadline reminder:
this assignment is
due on June 14th
. Any assignments submitted after that date will lose 5 points (i.e., 20% of the maximum score of 25 points) for each day that they are submitted late. Accordingly, after June 14th, any submissions would be worth zero points and at that time the assignment inbox will close.
.
Most healthcare organizations in the country are implementing qualit.docxaudeleypearl
Most healthcare organizations in the country are implementing quality improvement programs to save lives, enhance customer satisfaction, and reduce the cost of healthcare services. Limited human and material resources often undermine such efforts. Zenith Hospital in a rural community has 200 beds. Postsurgical patients tend to contract infections at the surgical site, requiring extended hospitalization. Mr. Jones—75 years old—was admitted to Zenith Hospital for inguinal hernia repairs. He was also hypertensive, with a compromised immune system. Two days after surgery, he acquired an infection at the surgical site, with elevated temperature, and then he developed septicemia. His condition worsened, and he was moved to isolation in the intensive care unit (ICU). A day after transfer to the ICU, he went into ventricular arrhythmia and was placed on a respirator and cardiac monitoring machine. Intravenous fluids, antibiotics, and antipyretics could not bring the fever down, and blood analysis continued to deteriorate.
The hospital infection control unit got involved. The team confirmed that postsurgical infections were on the increase, but the hospital was unable to identify the sources of infection. The surgery unit and surgical team held meetings to understand possible sources of infection. The team leader had earlier reported to management that they needed to hire more surgical nurses, arguing that nurses in the unit were overworked, had to go on leave, and often worked long hours without break.
Mr. Jones’ family members were angry and wanted to know the source of his infection, why he was on the respirator in isolation, and why his temperature was not coming down. Unfortunately, his condition continued to deteriorate. His daughter invited the family’s legal representative to find out what was happening to her father and to commence legal proceedings.
Then, the healthcare manager received information that two other patients were showing signs of postsurgical infection. The healthcare manager and care providers acknowledged the serious quality issues at Zenith Hospital, particularly in the surgical unit. The healthcare manager wrote to the Chairman of the Hospital Board, seeking approval to implement a quality improvement program. The Board held an emergency meeting and approved the manager’s request. The healthcare manager has invited you to support the organization in this process.
Please address the following questions in your response:
What are successful approaches for gaining a shared understanding of the problem?
How can effective communication be implemented?
What is a qualitative approach that helps in identifying the quality problem?
What tools can provide insight into understanding the problem?
In quality improvement, what does appreciative inquiry help do?
What is a benefit of testing solutions before implementation?
What is a challenge that is inherent in the application of the plan, do, study, act (PDSA) method?
What .
More work is necessary on how to efficiently model uncertainty in ML.docxaudeleypearl
More work is necessary on how to efficiently model uncertainty in ML and NLP, as well as how to represent uncertainty resulting from big data analytics.
Pages - 4
Excluding the required cover page and reference page.
APA format 7 with an introduction, a body content, and a conclusion.
No Plagiarism
.
Mortgage-Backed Securities and the Financial CrisisKelly Finn.docxaudeleypearl
Mortgage-Backed Securities and the Financial Crisis
Kelly Finn
FNCE 4302
Mortgage-Backed Securities (MBS) are “pass-through” bundles of housing debt sold as investment vehicles
A mortgage-backed security, MBS, is a type of asset-backed security that pays investors regular payments, similar to a bond. It gets the title as a “pass-through” because the security involves several entities in the origination and securitization process (where the asset is identified, and where it is used as a base to create a new investment instrument people can profit off of).
Key Players involved in the MBS Process
[Mortgage] Lenders: banks who sell mortgages to GSE’s
GSE: Government Sponsored Entities created by the US Government to make owning property more accessible to Americans
1938: Fannie Mae (FNMA): Federal National Mortgage Assoc.
1970: Freddie Mac (FHLMC): Federal Home Loan Mortgage Corp.
Increase mortgage borrowing
Introduce competitor to Fannie Mae
1970: Ginnie Mae (GNMA): Government National Mortgage Assoc.
US Government: Treasury: implicit commitment of providing support in case of trouble
The several entities involved in the process make MBS a “pass-through”. Here we have 3 main entities that we’ll call “Key Players” for the purpose of this presentation which aims to provide you with a basic and simple explanation of MBS and their role in the financial crisis.
GSE’s created by the US Government in 1938
Part of FDR’s New Plan during Great Depression
Purpose: make owning property more accessible to more Americans
GSE (ex. Fannie Mae) buys mortgages (debt) from banks, & then pools mortgages into little bundles investors can buy (securitization)
Bank’s mortgage is exchanged with GSE’s cash
Created liquid secondary market for mortgages
Result:
1) Bank has more cash to lend out to people
2) Now all who want to a house (expensive) can get the money needed to buy one!
Where MBS came from & when
Yay for combatting homelessness and increasing quality of life for the common American!
Thanks Uncle Sam!
MBS have been around for a long time. Officially in the US, they have their origins in government. During the Great Depression in the 1930s, President Franklin Delano Roosevelt signed into creation Fannie Mae that was brought about to help ease American citizen’s difficulty in becoming homeowners. The sole purpose of a GSE thus was to not make profit, but to promote citizen welfare in regards to housing. Seeing that it was created by regulatory government powers, it earned the title of Government Sponsored Entity, which we will abbreviate as GSE. 2 other GSE’s in housing were created in later decades like Freddie Mae, to further stimulate the mortgage market alongside Fannie, and Ginnie which did a similar thing but only for certain groups of people (Veterans, etc) and to a much smaller scale.
How MBS works: Kelly is a homeowner looking to borrow a lot of money
*The Lender, who issued Kelly the mor.
Moral Development Lawrence Kohlberg developed six stages to mora.docxaudeleypearl
Moral Development:
Lawrence Kohlberg developed six stages to moral behavior in children and adults. Punishment and obedience orientation, interpersonal concordance, law and order orientation, social contract orientation, and universal ethics orientation. All or even just one of these stages will make a good topic for your research paper or you could just do the research paper on Kohlberg.
.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Rev.Confirming PagesTM Communicating at Work .docx
1. Rev.Confirming Pages
TM
Communicating
at Work
Strategies for Success in
Business and the Professions
Eleventh Edition
Ronald B. Adler
Santa Barbara City College, Emeritus
Jeanne Elmhorst
Central New Mexico Community College
Kristen Lucas
University of Louisville
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TM
4. 2012033867
The Internet addresses listed in the text were accurate at the
time of publication. The inclusion of a website does
not indicate an endorsement by the authors or McGraw-Hill, and
McGraw-Hill does not guarantee the accuracy
of the information presented at these sites.
www.mhhe.com
Ronald B. Adler, Jeanne Elmhorst, Kristen Lucas,
Communicating at Work, 11e
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Ronald B. Adler is professor emeritus at Santa Barbara City
College.
Throughout his career, he has specialized in the study of
organizational
and interpersonal communication. He is the author of
Confidence in
Communication: A Guide to Assertive and Social Skills and
coauthor of
Understanding Human Communication, Interplay: The Process
of Interpersonal
Communication, as well as the widely used text Looking
Out/Looking In.
Professor Adler is a consultant for a number of corporate,
professional, and
government clients and leads workshops in such areas as
5. conflict resolution,
presentational speaking, team building, and interviewing.
about the authors
Jeanne Elmhorst is an instructor in communication studies at
Central New
Mexico Community College in Albuquerque, New Mexico. Her
courses reflect
the variety in the communication discipline: business and
professional, public
speaking, listening, intercultural, and interpersonal. Jeanne
lived and taught in
Asia for three years and continues to find opportunities to
travel, study, and
volunteer in other countries. She enjoys designing and
presenting communica-
tion training for business and not-for-profit clients.
Kristen Lucas is an assistant professor in the Department of
Management
at University of Louisville, where she directs the business
communication
program. She teaches courses, conducts research, and facilitates
management
training sessions on organizational communication, workplace
dignity, and
careers. Her research has appeared in Journal of Business
Ethics, Management
Communication Quarterly, and Journal of Applied
Communication Research.
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6. Rev.Confirming Pages
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• NEW Interviewing Materials Appendix. A new section on
interviewing materials (Appendix I) prepares
students for informational and employment interviews with
sample strategies, questions, and responses for
a positive interviewing experience.
• The latest coverage of communication technology. Both the
text and Technology Tip sidebars show
students how to use the latest communication technology to
enhance career success. For additional coverage,
a new module on using computer-mediated communication in a
business environment is available in
McGraw-Hill Create. Visit www.mcgrawhillcreate.com .
• Streamlined chapters for improved teaching and learning.
With thoughtful edits and a reorganized
chapter structure, the eleventh edition is designed to provide
optimal coverage of material in fewer
chapters.
• Added coverage of important topics. Throughout the text,
new research is cited to demonstrate that
the principles and strategies covered are based on far more than
just “common sense.” Coverage has been
added or expanded on a variety of important topics, including
dignity in the workplace, incivility and
workplace bullying, effective meeting management, listening
styles, and more.
NEW Culture at Work
Sidebars
7. Throughout the text, these boxes
highlight the ways which culture
applies to every aspect of business
and professional communication.
Topics covered include the risks
of poor translations, negotiating
styles in Asia and the West, how
teamwork differs in individualis-
tic and collectivist cultures, and
adapting presentations to cultur-
ally diverse audiences.
Collaboration in Cyberspace:
Geography Makes a Difference
How important is communication when members
from across the country and around the world meet
in cyberspace? To answer this question, corporate
giants Verizon and Microsoft commissioned a study
to determine how virtual teams in a variety of indus-
tries and countries collaborate.
The study revealed that the importance of col-
laboration on performance was consistent across
various industries (e.g., health care, government,
financial services, manufacturing) and around the
world. As one member of the Verizon/Microsoft
study remarked, “global companies that collaborate
better, perform better. Those that collaborate less, do
not perform as well. It’s just that simple.”
Researchers discovered cultural differences in
workers’ communication preferences. For example,
Americans were more likely to enjoy working alone.
They expressed a preference for using e-mail rather
8. than the telephone. They were more comfortable
with audio, video, and web conferencing technolo-
gies than people of other regions of the world, and
they were more likely to multitask when on confer-
ence calls.
Europeans expressed a preference for commu-
nicating in real time with colleagues. They felt more
obligated to answer the phone, and they expected
others to call them back rather than leave a voice
mail message. Professionals in the Asia-Pacific region,
more than anywhere else, expressed a desire to keep
in touch throughout the workday. As a result they
found the phone an indispensable tool and preferred
instant messaging to e-mail. Differences like these
show teams are more productive when members take
cultural differences into account when planning to
communicate.
Source: Frost & Sullivan. (2006). Meetings around the world:
The
impact of collaboration on business performance. Retrieved
from http://
newscenter.verizon.com/kit/collaboration/MAW_WP.pdf
CULTURE�at work
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Updated Case Study
Sidebars
New cases from large
corporations, small businesses,
world of business, and the
professions offer compelling
9. examples of how the principles in
the book operate in everyday life.
Device-Free Meetings
It’s no surprise that meeting-goers in high-tech envi-
ronments like California’s Silicon Valley often bring
along and use digital communication devices—laptops,
smartphones, tablets, and a host of other gad gets that
keep attendees in touch with the outside world.
Multitasking device users suffer from what one
observer calls “continual partial attention.” An indus-
try insider describes the problem: “One of my biggest
frustrations when I was an engineer at Google was
being summoned to an executive meeting only to
find three-quarters of the executives too busy with
their laptops. I’d spend hours preparing a summary
of my project status, a briefing on a new strategy area,
or a review of staffing assignments. Nothing commu-
nicates disrespect to your reports like ignoring them
when they’re with you.”
In an effort to stem this problem, a growing
number of firms in the information economy and
beyond have declared a ban on mobile devices in
meetings. For example, San Francisco design firm
Adaptive Path encourages staffers to leave their
laptops and other devices behind when they attend
meetings. John Vars, cofounder of San Francisco’s
Dogster.com , explains the logic of his company’s pol-
icy on device-free meetings: “Even if people are just
taking notes, they are not giving the natural human
signals that they are listening to the person who is
speaking. It builds up resentment. It can become
something that inhibits good teamwork.”
10. The results of these device-free meetings are
encouraging. Dogster’s Vars reports, “Meetings go
quicker and there is also just a shared experience.
People are communicating better, the flow is faster.”
Sources: Guynn, J. (2008, March 31). Silicon meetings go
‘topless’.
Los Angeles Times, p. A1; Rands. (2007, August 31). The
laptop her-
ring [Web log post]. Rands in repose. Retrieved from
http://www.
randsinrepose.com/archives/2007/08/31/the_laptop_herring.html
case STUDY
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Hallmark Features
• Practical, real-world guidance. Loaded with practical,
real-world examples, Communicating at Work
is known for its accessible and no-nonsense writing style and
features that help students consider the
application of the concepts and skills they are learning.
Successfully Navigating Job Fairs
Job fairs offer the chance to network with employ-
11. ers and to secure job interviews, sometimes on
the spot. In this respect, job fairs serve as initial
interviews.
Some job fairs are set on college and university
campuses, where employers look for graduating
students. Community fairs are open to the public at
large. Some target a specific field such as health care
or engineering, while others offer a diverse array of
organizations and fields.
Before you go
● Ask yourself what will make you stand out from
the hundred people a recruiter might see in
a day.
● Gain a competitive edge by learning about the
employers that interest you. Learn what posi-
tions they are hiring for and what qualifica-
tions are required. If possible, discover whether
companies will be conducting job interviews
at the fair or soon thereafter. You may be able
to discover this sort of information from the
career fair. Contact the company and you may
be able to find out whether the person at the
table is doing the hiring or if a human resources
representative screens for quality candidates to
recommend.
● Rehearse your “elevator” speech so you can
present yourself clearly and professionally. (See
Chapter 1, p. 21.) Bring copies of both your
generic résumé and customized versions for posi-
tions you will be seeking. Dress conservatively
and professionally.
12. ● Carry a briefcase (a shoulder strap leaves your
hands free for handshakes and writing notes)
with a professional portfolio that you can easily
pull out to retrieve résumés and letters of recom-
mendation. Pack tissues and breath mints.
At the fair
● Arrive early. Spend a few minutes getting a feel
for the way the fair operates. Is the atmosphere
formal or informal?
● Don’t ever ASK what an employer does. KNOW
before you go.
● Manage your time efficiently: Approach your
second-tier choices first to “warm up” so you are
confident when approaching your first choices.
Some employers pack up an hour or so before
the designated closing time, so don’t wait until
the last minute.
● If you must stand in line, use that time to talk
with other candidates: Find out what they’ve
found about employers and positions.
● Approach the company’s representative with
confidence: “Hello. I’m Janya Greer. I’m a jour-
nalism and English major, and I’m interested in
the writing positions.” Remember, you are being
evaluated from the moment you make contact.
● Always think about how your career objectives
and qualifications meet the employer’s needs.
Have specific questions that show you’ve done
13. your homework.
● Ask for the business card of anyone you speak with.
After the fair
● For employers who look like a good match, fol-
low up with a phone call or e-mail to express
thanks and confirm your interest.
● Remind the person where you met, what you talked
about, and about your skills and qualifications.
Add any information you neglected to mention at
the job fair. Express your interest in learning more
about the fit between you and the organization.
Source: University of New Mexico Career Center. Retrieved
from
http://www.collegegrad.com and www.career.unm.edu
CAREER tip
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Career Guidance
Career Tip boxes give
practical advice on how
to be more successful in
work-related situations.
Topics include get-
ting recognized by your
bosses, cubicle etiquette,
difference as advantage,
and using a telephone log.
14. • Appendices on business presentations and business writing.
An appendix with sample presentations
(Appendix II) covers both informative and persuasive speeches
with exemplary outlines, visuals, and
helpful annotations. An appendix on business writing (Appendix
III) includes tips for writing well in a
business environment, as well as information on choosing the
best format for résumés and
job applications.
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1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
Persuasive Strategies Self-Assessment
15. Rate your presentation on the following items using this scale:
3 5 accomplished excellently,
2 5 accomplished competently, 1 5 needs improvement.
1. I maximized my credibility by
a. Demonstrating my competence through knowledge of the
topic and sharing my
credentials.
b. Earning the trust of my audience via honesty and
impartiality.
2. I structured my arguments logically by
a. Using the most effective organization plan for my goal
and audience (problem–
solution, criteria satisfaction, comparative advantages,
motivated sequence).
b. Avoiding the use of logical fallacies (ad hominem,
post hoc, etc.).
3. I used appropriate psychological strategies such as
a. Appealing to my audience’s needs.
b. Structuring a realistic goal.
c. Focusing my appeals on my critical audience segment.
d. Deferring my thesis with a hostile audience.
e. Presenting ample evidence to support my claims .
f. Citing opposing ideas when appropriate.
g. Adapting to the cultural style of my audience.
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Self-Assessment
Self-Assessment features help
students see how well they are
applying concepts and identify
their own communication
strengths and weaknesses.
16. Avoiding Computer Catastrophes
in Presentations
When you use computers as presentational aids,
you can count on an equipment failure sooner or
later. The following tips can minimize the chances
that hardware or software glitches will scuttle your
performance.
● Set up in advance. Give yourself lots of time to
set up and test your equipment before the pre-
sentation is scheduled to begin. The last thing
you want your audience to see is you frantically
rebooting the computer, swapping cables, and
trying to troubleshoot software.
● Always bring two of everything. Assume your
equipment will fail because it certainly will at
some time. Borrow backups for laptop comput-
ers, display panels or projectors, modems, and
any other hardware you plan to use.
● Back up your programs. Having your work saved
on a CD, flash drive, or some other storage
medium can salvage a catastrophe. You might
also want to e-mail a copy of your files to yourself
as another form of backup.
● Have backup technical support available. Line up
an expert you can call if something doesn’t work.
● Beware of the Web. Real-time use of the Internet
is an invitation to disaster. Connections can be
slow, and websites can go down without notice.
Whenever possible, it’s best to store images of
sites you will use on your hard drive and/or on a
17. backup medium: CD, DVD, or flash drive.
● Have a contingency plan. Be prepared for the pos-
sibility your equipment will fail. Have copies of
key exhibits prepared as handouts. They may not
be as glamorous as high-tech displays, but they’re
far better than nothing.
TECHNOLOGY tip
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Evolving Technology
Technology Tip boxes show
readers how to use a variety
of communication tools to
achieve their goals. New topics
include professional networking
services such as LinkedIn,
when it can be best to go
offline, using smartphones to
rehearse presentations, valuable
communication software, and
tips on working in virtual teams.
Ethical Considerations
Throughout the text
and in Ethical Challenge
boxes, students are
invited to consider ways
of incorporating ethical
considerations into day-to-
day work contexts.
18. Asking Hard Questions about Ethical
Behavior
Among its core values, electronics manufacturer
Texas Instruments (TI) includes a respect for indi-
viduals, a commitment to long-term relationships, a
concern for the environment, and a sense of duty to
the communities where it does business.
TI encourages employees to use the following
guidelines whenever they have a concern about
whether a business action is consistent with the
company’s values. This information is provided
to TI employees on a business-card-size mini-
pamphlet to carry with them. You can use the same
guidelines when faced with ethical challenges of
your own.
Is the action legal?
Does it comply with our values?
If you do it, will you feel bad?
How will it look in the newspaper?
If you know it’s wrong, don’t do it!
If you’re not sure, ask.
Keep asking until you get an answer.
Source: Texas Instruments, Inc. (2011). Corporate social
responsibility:
The TI ethics quick test. Retrieved from
http://www.ti.com/corp/docs/
company/citizen/ethics/quicktest.shtml
ETHICAL challenge
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19. • Diversity. Working with people from different
backgrounds is more important and more common than ever.
Communicating at Work encourages cultural understanding by
exploring issues of diversity throughout the text.
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preface
The eleventh edition enhances the strategic approach, real-
world practicality, and reader-
friendly voice that have made Communicating at Work the
market leader for three dec-
ades. On every page, students learn how to communicate in
ways that enhance their own
career success and help their organization operate effectively.
This edition retains the features that have been praised by
faculty and students: a
strong emphasis on ethical communication, focus on cultural
diversity, discussions of
evolving communication technologies, self-assessment tools to
help users analyze their
own communication strengths and shortcomings, and coverage
of communication in
face-to-face and mediated contexts.
Highlights of the Eleventh Edition
• NEW Connect Communication. Communicating at Work
20. is available to instruc-
tors and students in traditional print format, as well as online
within an integrated
assignment and assessment platform. These online tools,
collectively called Connect
Communication, make managing assignments easier for
instructors—and make
learning and studying more motivating and efficient for
students.
• NEW LearnSmart. No two students are alike. McGraw-Hill
LearnSmart™ is an intelligent learning system that uses a series
of adaptive questions to pinpoint each
student’s knowledge gaps. LearnSmart then provides an optimal
learning path for
each student, so less time is spent in areas the student already
knows and more time
in areas the student doesn’t know. The result is LearnSmart’s
adaptive learning
path helps students retain more knowledge, learn faster, and
study more efficiently.
NEW Speech Prep App
McGraw-Hill’s new Speech Prep App is a mobile tool designed
to help
users build confidence in their public speaking skills through
practice.
Users can view sample speech clips; create and organize note
cards; and
time, record, and review their own speeches. Students can
continue to use
the app after they complete their public speaking course—it will
come in
handy for any speech they have to give in their personal and
21. professional
life. Go to www.mhhe.com/speechprep to purchase the App
for Apple
or Android devices.
• Enhanced speech capture. Designed for use in face-to-face,
real-time
classrooms, as well as online courses, enhanced speech capture
in Connect
Communication allows instructors to evaluate student speeches
using fully
customizable rubrics. Instructors can also create
and manage true peer review assignments and upload videos on
behalf of
students for optimal flexibility.
• Enhanced strategic focus. The new subtitle of this edition
reflects
an enhanced focus on communicating strategically. Every
chapter offers spe-
cific tips on how to craft messages and relate to others in ways
that achieve
desired results. Each part is introduced with a Strategic Case
that provides
an example from the business world to illustrate chapter
concepts. Connect
activities based around the feature allow for further analysis.
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22. Chapter-by-Chapter Changes
Chapter 1
New focus on personal networking and cultural networking
differences; new Technology
Tip and Case Study boxes.
Chapter 2
Streamlined and updated section on corporate culture; enhanced
coverage of categories
of diversity.
Chapter 3
Updated content on listening styles; updated Self-Assessment
feature based on cutting-edge
research.
Chapter 4
Enhanced section on language and identity management; new
Career Tip features on
touch and swearing; new Case Study on language and
catastrophe.
Chapter 5
New sections on workplace dignity, bullying, and incivility;
restructured section on sexual
harassment that focuses on avoiding and responding to those
issues.
Chapter 6
New streamlined chapter on interviewing; updated coverage of
responding to illegal
interview questions.
Chapter 7
23. New section on leader–member relations and Leader–Member
Exchange (LMX) theory;
new Case Study on teamwork.
Chapter 8
Updated and revised section on agendas, including coordinated
samples of goals, agendas,
and minutes; revised discussion of problem solving and
brainstorming.
Chapter 9
New examples of opening statements; revised discussion of
speech analysis to include
cultural factors.
Chapter 10
Updated examples of support materials; new Culture at Work
feature.
Chapter 11
Updated Technology Tip on using smartphones to analyze
speech delivery; revised tips for
using notes in a speech.
Chapter 12
New Case Study about online training; enhanced coverage of
ethical persuasion.
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24. Teaching and Learning with Communicating at Work
An array of resources makes teaching and learning both more
efficient and more effective.
Create
Design your ideal course materials with McGraw-
Hill’s Create — www.mcgrawhillcreate.com! Rearrange
or omit chapters, combine material from other sources,
and/or upload your syllabus, or any other content you have
written, to make the perfect
resources for your students. Search thousands of leading
McGraw-Hill textbooks to find
the best content for your students, and then arrange it to fit your
teaching style. You can
even personalize your book’s appearance by selecting the cover
and adding your name,
school, and course information. When you order a Create
book, you receive a compli-
mentary review copy. Get a printed copy in 3 to 5 business days
or an electronic copy
(eComp) via e-mail in about an hour.
Register today at www.mcgrawhillcreate.com and craft your
course resources to
match the way you teach.
Tegrity Campus
Tegrity Campus is a service that makes class time
available all the time by automatically capturing
every lecture in a searchable format for students to
review when they study and complete assignments. With a
simple one-click start and stop
process, you can capture all computer screens and
corresponding audio. Students replay
any part of any class with easy-to-use browser-based viewing on
25. a PC or Mac.
Educators know that the more students can see, hear, and
experience class resources,
the better they learn. With Tegrity Campus, students quickly
recall key moments by using
Tegrity Campus’s unique search feature. This search helps
students efficiently find what
they need, when they need it, across an entire semester of class
recordings. Help turn all
your students’ study time into learning moments immediately
supported by your lecture.
To learn more about Tegrity, watch a two-minute Flash demo at
http://tegrity
campus.mhhe.com.
Online Learning Center
The Online Learning Center at www.mhhe.com/adler11e has
been thoroughly updated
and improved by Carolyn Clark of Salt Lake Community
College. The site provides
instructors with additional resources, including:
• The Instructor’s Manual incorporates tools for both new
and experienced instruc-
tors including: learning objectives, chapter summaries,
discussion launchers, class-
room activities, and additional resources.
• PowerPoint Slides for each chapter.
• The Test Bank offers multiple-choice, true or false, and
essay questions for each
chapter. McGraw-Hill’s computerized EZ Test allows the
instructor to create
26. customized exams using the publisher’s supplied test items or
the instructor’s own
questions. A version of the test bank is also provided in
Microsoft Word files for
instructors who prefer that format.
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CourseSmart
CourseSmart is a new way for faculty to find and
review eTextbooks. It’s also a great option for stu-
dents who are interested in accessing their course materials
digitally and saving money.
CourseSmart offers thousands of the most commonly adopted
textbooks across hundreds
of courses from a wide variety of higher education publishers. It
is the only place for fac-
ulty to review and compare the full text of a textbook online,
providing immediate access
without the environmental impact of requesting a print exam
copy. At CourseSmart,
students can save up to 50 percent off the cost of a print book,
reduce their impact on
the environment, and gain access to powerful Web tools for
learning, including full text
search, notes and highlighting, and e-mail tools for sharing
notes between classmates.
McGraw-Hill Campus
27. McGraw-Hill Campus is the first of its kind institu-
tional service providing faculty with true single sign-on
access to all of McGraw-Hill’s course content, digital
tools, and other high-quality learning resources from
any learning management system (LMS). This innovative
offering allows for secure and
deep integration and seamless access to any of our course
solutions such as McGraw-
Hill Connect ® , McGraw-Hill Create™, McGraw-Hill
LearnSmart™, or Tegrity ®. McGraw-Hill Campus includes
access to our entire content library, including eBooks,
assessment tools, presentation slides, and multimedia content,
among other resources,
providing faculty open and unlimited access to prepare for
class, create tests/quizzes,
develop lecture material, integrate interactive content, and much
more.
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xi
We are grateful for the suggestions from colleagues whose
thoughts helped guide us in
preparing this new edition:
acknowledgments
Allen R. Bean, Southeast Community
College
28. Graham D. Bodie, Louisiana State
University
Carol Brennan, South Plains College
Robert N. Burns, Salt Lake Community
College
Katherine M. Castle, University of
Nebraska-Lincoln
Carolyn Clark, Salt Lake Community
College
Kandice N. Diaz, El Paso Community
College
Cyndi Dunn, Sierra Community College
Richard I. Falvo, El Paso Community
College
Stacy Gresell, Lone Star College-CyFair
Daria S. Heinemann, Florida State
College at Jacksonville
Pamela Hopkins, East Carolina University
Mary S. Lynch, Waukesha County
Technical College
Gordon McLean, Florida State College at
Jacksonville
Jorge D. Mota, San Jacinto College,
Central Campus
Angela Niedermyer, Austin Community
29. College
Jan Poppenga, Southeast Community
College
Christina Ross, Tarrant County College
Northwest
Michael J. Scrivens, Finger Lakes
Community College
Katherine Taylor, University of Louisville
Blair Thompson, Western Kentucky
University
Susan Tomasovic, George Mason
University
J.D. Wallace, Abilene Christian University
Robert Zetocha, Southeast Community
College
Our heartfelt thanks go to Em Griffin, Wheaton College, for his
suggestions on showing
the connection between communication theories and the
practical skills and strategies in
this book. His advice supports Kurt Lewin’s observation that
there is nothing so practical
as a good theory. We continue to be grateful to Carolyn Clark
for her ongoing role in
updating the instructor materials and new end-of-chapter
activities, as well as for many
other insightful suggestions.
We also acknowledge the people at McGraw-Hill whose efforts
30. have helped bring
Communicating at Work to market: Susan Gouijnstook, Briana
Porco, Clare Cashen,
Suzie Flores, Rhona Robbin, Carey Eisner, Jamie Daron, Karyn
Morrison, and Matthew
Baldwin. As this edition goes to press, we bid farewell to our
longtime marketing manager
Leslie Oberhuber. We will miss her talents and congeniality.
A hardworking and skilled group of freelance professionals
also contributed to this
edition. Deborah Kopka’s copyediting transformed a less-than-
perfect manuscript into
the book you are holding. Kay Mikel proofread every word of
the page proofs to make
sure the book is error-free. As always, Sherri Adler’s selection
of photos contributed to
the appealing design of this edition.
Ronald B. Alder
Jeanne Elmhorst
Kristen Lucas
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31. xiii
part one Basics of Business and Professional
CommunicationStrategic Case: Sundown Bakery 2
1 Communicating at Work 4
2 Communication, Culture, and Work 30
part two Personal SkillsStrategic Case: Omnicom Marketing 56
3 Listening 58
4 Verbal and Nonverbal Messages 76
5 Interpersonal Strategies and Skills 108
6 Principles of Interviewing 140
part three Working in GroupsStrategic Case: Museum of
Springfield 182
7 Leading and Working in Teams 184
8 Effective Meetings 210
part four Making Effective PresentationsStrategic Case: Fresh
Air Sports 244
9 Developing and Organizing the Presentation 246
10 Verbal and Visual Support in Presentations 286
11 Delivering the Presentation 314
12 Types of Business Presentations 338
Appendix I: Interviewing Materials 378
Appendix II: Sample Presentations 391
Appendix III: Business Writing 402
Glossary 420
Notes 427
Credits 448
Index 450
brief contents
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part one
Basics of Business and
Professional Communication
Strategic Case: Sundown Bakery 2
Communicating
at Work 4
Communication and Career Success 5
The Nature of Communication 7
Communication Principles 7
Basics of the Communication Model 9
Communication Channels 11
Communicating in and beyond
Organizations 14
Formal Communication Networks 14
Informal Communication Networks 19
Personal Networking 22
Ethical Dimensions of Communication 25
33. Master the Chapter 27
Review Points 27
Key Terms 27
Activities 28
Communication,
Culture, and Work 30
The Nature of Culture 32
Communication in a Diverse
Society 33
Race and Ethnicity 34
Social Class 34
Generational Differences 35
Regional Differences 36
Disabilities 37
Cultural Differences in International
Business 38
Customs and Behavior 38
Fundamental Dimensions of Cultural
Diversity 42
Diversity and Ethical Issues 47
Communicating across Diversity 48
Become Culturally Literate 48
34. Develop Constructive Attitudes 49
Adapt Your Behavior 51
Master the Chapter 53
Review Points 53
Key Terms 53
Activities 54
part two
Personal Skills
Strategic Case: Omnicom
Marketing 56
Listening 58
Listening at Work 59
The Importance of Listening 59
Assumptions about Listening 60
Barriers to Effective Listening 62
Environmental Barriers 62
Physiological Barriers 63
Psychological Barriers 63
Listening Styles 65
Relational Listening 65
Analytical Listening 65
Task-Oriented Listening 66
Critical Listening 66
35. table of contents
1
2
3
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Listening More Effectively 66
Listening to Understand 66
Listening to Evaluate 71
Master the Chapter 73
Review Points 73
Key Terms 73
Activities 74
Verbal and Nonverbal
Messages 76
Verbal Messages 78
Clarity and Ambiguity 79
Inflammatory Language 84
36. Language and Identity
Management 85
Feminine and Masculine Language
Use 87
Nonverbal Communication 90
Characteristics of Nonverbal
Communication 90
Types of Nonverbal Communication 92
Improving Nonverbal Effectiveness 101
Master the Chapter 104
Review Points 104
Key Terms 104
Activities 104
Interpersonal
Strategies and
Skills 108
Interpersonal Skills and Success 109
Building Positive Relationships 109
Affirming Dignity 110
Enhancing Organizational
37. Climate 111
Sharing Feedback 112
Giving Praise 112
Raising Difficult Issues 113
Offering and Responding to Criticism 116
Dealing with Difficult People
and Situations 120
Incivility 120
Bullying 121
Sexual Harassment 123
Managing Conflict 125
What Are Conflicts About? 126
Approaches to Conflict 127
Handling Conflicts
Constructively 129
Master the Chapter 135
Review Points 135
Key Terms 136
Activities 136
Principles of
Interviewing 140
38. Interviewing Strategies 142
Planning the Interview 142
Conducting the Interview 147
Types of Interviews 152
The Information-Gathering
Interview 153
The Career Research
Interview 154
The Employment Interview 158
The Ethics of Interviewing 176
Obligations of the Interviewer 176
Obligations of the Interviewee 177
Master the Chapter 178
Review Points 178
Key Terms 178
Activities 178
4
5
6
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part three
Working in Groups
Strategic Case: Museum of
Springfield 182
Leading and Working
in Teams 184
The Nature of Teams 186
Characteristics of Work Groups 187
What Makes a Group a Team? 188
Virtual Teams 189
Leadership and Influence in Teams 191
Perspectives on Leadership 191
Leader–Member Exchange 193
Becoming a Leader 194
Power and Influence of Members 195
Effective Communication in Teams 197
Fill Functional Roles 198
Recognize Both Team and Personal
40. Goals 198
Promote Desirable Norms 202
Promote an Optimal Level of
Cohesiveness 204
Avoid Excessive Conformity 206
Master the Chapter 207
Review Points 207
Key Terms 208
Activities 208
Effective
Meetings 210
Types of Meetings 212
Information-Sharing Meetings 212
Problem-Solving and Decision-Making
Meetings 213
Ritual Activities 213
Virtual Meetings 213
Planning a Problem-Solving
Meeting 214
When to Hold a Meeting 215
41. Setting an Agenda 217
Conducting the Meeting 219
Beginning the Meeting 220
Conducting Business 221
Concluding the Meeting 227
Following Up the Meeting 230
Problem-Solving Communication 230
Stages in Group Problem Solving 230
Enhancing Creativity 234
Systematic Problem Solving 235
Decision-Making Methods 238
Master the Chapter 240
Review Points 240
Key Terms 241
Activities 241
part four
Making Effective Presentations
Strategic Case: Fresh
Air Sports 244
Developing and
Organizing
the Presentation 246
42. Analyzing the Situation 249
Analyzing the Audience 249
Analyzing Yourself as the Speaker 254
Analyzing the Occasion 255
7
8
9
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Setting Your Goal and Developing
the Thesis 257
General and Specific Goals 257
Developing the Thesis 259
Organizing the Body 260
Brainstorming Ideas 261
Basic Organizational Plan 261
Identify Main Points and Subpoints 263
43. Choose the Best Organizational
Pattern 264
Rules for Main Points 271
Planning the Introduction and
Conclusion 273
Functions of the Introduction 273
Types of Opening Statements 274
Functions of the Conclusion 278
Types of Closing Statements 278
Adding Transitions 279
Functions of Transitions 279
Characteristics of Effective Transitions 282
Master the Chapter 283
Review Points 283
Key Terms 283
Activities 284
Verbal and
Visual Support in
Presentations 286
Functions of Supporting Material 288
Clarity 288
Interest 289
Proof 289
44. Verbal Support 289
Definitions 289
Examples 290
Stories 291
Statistics 294
Comparisons 295
Quotations 296
Citing Your Sources 297
Visual Aids 298
Types of Visual Aids 298
Media for Presenting Visual Aids 304
Presentation Software 305
Guidelines for Using Visual Aids 308
Master the Chapter 311
Review Points 311
Key Terms 311
Activities 312
Delivering the
Presentation 314
Types of Delivery 315
Manuscript Presentations 316
Memorized Presentations 316
45. Extemporaneous Presentations 316
Impromptu Presentations 318
Guidelines for Delivery 319
Visual Elements 319
Verbal Elements 323
Vocal Elements 325
Question-and-Answer Sessions 326
When to Answer Questions 326
How to Manage Questions 328
Speaking with Confidence 330
Accept a Moderate Amount of
Nervousness 331
Speak More Often 331
Rehearse Your Presentation 332
Focus on Your Topic and the
Audience 332
Think Rationally about Your
Presentation 333
10
46. 11
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Master the Chapter 335
Review Points 335
Key Terms 335
Activities 336
Types of Business
Presentations 338
Informative Presentations 339
Briefings 339
Reports 341
Training 344
Persuasive Presentations 350
Organizing Persuasive Messages 351
Types of Persuasive Presentations 353
Strategies for Ethical Persuasion 357
Group Presentations 366
Approaches to Organizing a Group
47. Presentation 366
Planning Introductions, Conclusions, and
Transitions in Group Presentations 367
Delivering a Group Presentation 368
Special-Occasion Speaking 368
Welcoming a Guest or Group 368
Introducing Another Speaker 369
Honoring a Person or an Institution 370
Giving a Toast 371
Presenting an Award 372
Accepting an Award 372
Master the Chapter 374
Review Points 374
Key Terms 375
Activities 375
Appendix I: Interviewing Materials 378
Appendix II: Sample Presentations 391
Appendix III: Business Writing 402
Glossary 420
Notes 427
Credits 448
Index 450
12
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Communicating
at Work
Strategies for Success in
Business and the Professions
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STRATEGIC CASE
Sundown Bakery
When Carol Teinchek and Bruce Marshall first started
Sundown Bakery,
the business was fairly simple. Carol ran the shop up front,
while Bruce ran
the bakery and ordered supplies. When the business began to
grow, Carol
hired two part-time clerks to help out in the shop. Marina had
moved to the
country two years ago from El Salvador, and Kim was a newly
arrived Korean
49. working his way through college. Bruce hired Maurice, a French
Canadian, as
an assistant.
The ovens were soon running 24 hours a day, supervised by
Maurice, who was now master baker,
and two assistants on each of three shifts. Marina and Kim
supervised the shop because Carol was usu-
ally too busy managing general sales distribution to spend much
time with customers. Bruce still spent
3 or 4 hours a day in the bakery whenever he could get out of
his office, but he spent most of that time
coordinating production and solving problems with Maurice.
Within the next year, Sundown expanded from its original
location, adding two new shops as well
as two kiosks in local malls. Carol and Bruce hired a new
operations manager, Hans Mikelson, formerly a
regional manager of a national chain of coffee shops. Hans had
plenty of new ideas about how to operate
an expanding business: He launched a website, added an
extensive range of drinks and meal items to
the menu, and instituted two dress codes—one for all counter
help and another for kitchen employees.
He also put together an employee manual to save time orienting
50. new employees. Hans announced all of
these changes by memos, which store managers distributed to
the employees.
Sundown’s expanding size led to a change in the company. The
family feeling that was strong when
Sundown was a small operation was less noticeable. The new
employees barely knew Bruce and Carol; as
a result, there was less give-and-take of ideas between the
owners and workers.
Hans’ memos on the dress code and the employee manual
created a crisis. Old-time employees were
furious about receiving orders from “the bureaucrats,” as
management came to be called. Bruce and Carol
recognized the problem and wanted to keep the lines of
communication open, but they weren’t sure how
to do so. “I’m just a baker,” Bruce confessed in exasperation. “I
don’t know how to run a big company.”
Another set of challenges grew out of the changing character of
the employees. In the original loca-
tion alone, Sundown now employed workers from seven
different countries. José, who was born in Brazil,
confessed to Bruce that he felt uncomfortable being managed by
Carol. “It’s nothing personal,” he said, “but
where I come from, a man doesn’t take orders from a woman.”
51. The Sundown employee profile was different
in other ways. Two of the assistant bakers were openly gay; one
of the sales clerks got around by wheelchair.
Carol, Bruce, and Hans know that good products alone aren’t
enough to guarantee Sundown
Bakery’s continuing success. They need to improve the quality
of communication among the growing
team who make and sell their products.
PART ONE
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3
Basics of Business and
Professional Communication
As you read the chapters in this unit, consider the
following questions:
chapter 1
1. Apply the Communication Model (see Figure 1.1 ) to
analyze Hans’ communication to employees regarding
the employee manual and uniforms. Consider the impact
of the sender, message, decoding, feedback, context, and
52. probable sources of noise. What elements seem to contrib-
ute most to the apparent lack of shared understanding?
2. Identify the changes in communication channels between
employees and management as Sundown has grown.
Suggest alternative communication strategies that might
have reduced employee resentment. Explain why these
channels could help improve management’s communica-
tion about workplace changes. How might an organiza-
tion’s culture affect choice of communication channels?
3. Identify the instrumental, relational, and identity mes-
sages employees seem to have received from manage-
ment as Sundown’s business grew. What functions of
downward communication do you notice? Can you find
examples of upward and horizontal communication in
this case study? How could Sundown improve its upward
communication flow?
4. How have Sundown’s formal and informal communica-
tion networks changed as the company expanded? In what
ways have both the formal and informal networks contrib-
uted to Sundown’s growing pains? In what ways can these
networks be used to improve the relationships between
management and employees?
chapter 2
1. How do changes in the demographic makeup of Sundown
Bakery reflect transformation of the larger workforce as
described in Communication in a Diverse Society on
pp. 33–38?
2. Reflect on the six parts of the Customs and Behavior
section, pp. 38–41. Cite a specific instance or predict the
impact of three of these customs and behaviors in this
53. workplace.
3. Consider the following hidden dimensions of culture as
you describe the impact of culture on communication
within the company: high- and low-context styles, individ-
ualism and collectivism, power distance, uncertainty avoid-
ance, masculinity/femininity, and long-term orientation.
4. Using the guidelines on pp. 48–52 (Communicating
across Diversity), what specific advice would you give to
Sundown’s management team about how to communicate
most effectively in the face of the company’s growth?
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Chapter One
Communicating at Work
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5
chapter outline
Communication and Career Success
54. The Nature of Communication
Communication Principles
Basics of the Communication Model
Communication Channels
Communicating in and beyond Organizations
Formal Communication Networks
Informal Communication Networks
Personal Networking
Ethical Dimensions of Communication
chapter objectives
After reading this chapter you should be able to:
1. Explain the role of communication in career
success, providing examples to support your
claims.
2. Apply the key principles of communication,
knowledge of the basic elements of the commu-
nication model, and considerations of effective
communication channel use to a specific situa-
tion, showing how each one affects the outcome
of the interaction.
3. Describe how formal and informal communica-
tion networks operate in a given situation in
your career field; then create a strategic plan of
personal networking to accomplish your goals
within an organization.
4. Apply the concepts of ethical communication
discussed here to one or more ethically challeng-
ing situations.
55. • Communication and Career Success
The next time you look for job postings online, read
the help wanted section of the newspaper, or check
out internship opportunities at your college’s career
services office, look a little closer. No matter what kind
of position you’re seeking—from entry-level jobs to
highly technical professional positions—chances are
you will see “excellent communication skills” listed as
a job requirement.
Regardless of occupation, people spend a stag-
gering amount of time communicating on the job.
Engineers spend most of their professional lives speak-
ing and listening, mostly in one-to-one and small group
settings. 1 Accountants may crunch numbers, but they
also need to communicate effectively to serve their
clients. That’s why CPAs and the firms that hire them
consistently cite effective communication as essential
for career success. 2 One study based on responses from
more than 1,000 employees at Fortune 1000 compa-
nies found that workers send and receive an average
of 178 messages each day via telephone, e-mail, faxes,
text messages, blogs, instant messages, and face-to-face
communication. 3 Some experts have estimated that the
average business executive spends 75 to 80 percent of
his or her time communicating—more than 45 minutes
of every hour. 4
When it comes to communication, quality matters in
virtually every career, 5 not just those traditionally regarded
as people oriented. On-the-job communication skills can
even make the difference between life and death. The Los
Angeles Police Department cited “bad communication”
among the most common reasons for errors in shooting
56. by its officers. 6 Communication skills are essential for
doctors, nurses, and other medical professionals too. 7
Researchers discovered that “poor communication” was
the root of more than 60 percent of reported medical
errors—including death, serious physical injury, and psy-
chological trauma. 8 A survey by a major hospital accredi-
tation group found communication woes to be among
the leading causes of medical errors, which cause as many
as 98,000 deaths each year. 9 Research published in the
Journal of the American Medical Association and elsewhere
revealed a significant difference between the communica-
tion skills of physicians who had no malpractice claims
against them and doctors with previous claims. 10
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Careers in Communication
Communication plays an important role in every job,
but it is the primary focus of many careers. While a
degree in communication may not be mandatory for
jobs like these, academic study of the field is excellent
preparation.
Advertising/Marketing: advertising or marketing
specialist, copywriter, account executive, sales
manager, media planner, media buyer, creative
director, media sales representative, sales and
marketing manager, media manager.
Electronic Media/Radio-Television/
Broadcasting: program director, community
57. relations director, film editor, news director,
reporter, sales associate/manager, web designer,
audience/market researcher, media buyer,
announcer/news anchor, public relations man-
ager, comedy writer, casting director, producer,
business manager, floor manager, talk show host.
Health Communication: health educator, school
health care administrator, medical grant writer,
clinic public relations director, health commu-
nication analyst, medical training supervisor,
communication manager for federal health
agencies, medical center publications editor,
hospice manager, health care counselor, health
facility fundraiser.
Journalism (Print or Electronic): reporter, editor,
newscaster, copywriter, script writer, publisher,
news service researcher, technical writer, acqui-
sitions editor, media interviewer.
New Media and Technology: digital graphic
designer, web publisher, e-zine writer and edi-
tor, game designer, app developer, social media
marketing specialist, website designer and
administrator, new media researcher.
Organizational Communication: human
resources/training/internal communication
specialist, meeting manager, labor negotiator,
recruiter, industrial media producer/direc-
tor, technical writer, community/govern-
ment affairs coordinator, research/knowledge
manager.
Political Communication: press secretary, speech
58. writer, political campaign consultant, elected
official, political reporter, diplomat, lobbyist,
lawyer, legislative assistant, communication
director.
Public Relations: publicity manager, press agent,
lobbyist, public affairs specialist, development
officer, fundraiser, membership recruiter, sales
manager, media analyst, media planner, creative
director, audience analyst, community relations
specialist, internal communications director,
public opinion researcher.
Risk and Crisis Communication: public rela-
tions officer, corporate spokesperson, corporate
trainer, communication consultant, spokesper-
son for government agencies.
Source: Adapted from National Communication Association.
(2011).
Pathways to communication careers in the 21st century.
Washington,
DC: National Communication Association.
CAREER tip
6
Communication skills are essential to personal career success
too. Technical people
with good communication skills earn more, and those who are
weak communicators
suffer. 11 A survey of corporate recruiters revealed that good
communication skills and
the ability to work with others are the main factors contributing
to job success. People
59. with MBAs reported that the skills they valued most were the
ability to work with oth-
ers, listening skills, the ability to influence others, and
communicating with diplomacy
and tact. 12 William Schaffer, international business
development manager for compu-
ter giant Sun Microsystems, made the point emphatically: “If
there’s one skill that’s
required for success in this industry, it’s communication skills.”
13 Executive coach and
pharmaceutical recruiter Jim Richman echoes this sentiment: “If
I give any advice, it
is that you can never do enough training around your overall
communication skills.” 14
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1. Ability to work in a team
2. Verbal communication skills
3. Ability to make decisions and problem solve
4. Ability to obtain and process information
5. Ability to plan, organize, and prioritize work
Top Qualities/Skills Employers Want Table 1-1
Source: Reprinted from Job Outlook 2011, from JobWeb (
http://www.jobweb.com ), with permission of the National
60. Association of
Colleges and Employers, copyright holder.
Chapter 1 Communicating at Work 7
Table 1-1 summarizes the results of one annual survey in
which employers list the skills
and qualities for their ideal candidate. Communication skills
always are near the top of
the list. 15
Many people don’t appreciate the crucial role communication
plays in career success.
One survey revealed that students were half as likely as
employers to recognize the role com-
munication skills play in becoming an effective professional.
16 Just as disturbing was the
finding that students are more likely than employers to believe
they are good communica-
tors. In other words, many students underestimate the
importance of good communication
while overstating their own abilities. This is not a recipe for
success.
Because communication skills are an essential ingredient in
professional and organi-
zational accomplishment, this book is dedicated to helping you
hone your talents in this
important area.
• The Nature of Communication
Communication looks simple and almost effortless, especially
when it goes smoothly.
But every communicative exchange is affected by principles
that aren’t always apparent.
Understanding this process better can help you make strategic
61. choices that help achieve
both personal and organizational goals.
Communication Principles
A more sophisticated understanding of how com-
munication operates begins with some fundamental
principles.
Communication Is Unavoidable A funda-
mental axiom of communication is “One cannot not
communicate.” 17 As you will learn in Chapter 4, facial
expression, posture, gesture, clothing, and a host of
other behaviors offer cues about our attitudes. The
impossibility of not communicating means we send
messages even by our absence. Failing to show up at an
event or leaving the room suggests meanings to others.
Because communication is unavoidable, it is essential
to consider the unintentional messages you send.
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8 Part One Basics of Business and Professional Communication
Communication Is Strategic Virtually all communication is
aimed at
achieving goals. On the job, the most obvious type is what
scholars call instrumental
communication —messages aimed at accomplishing the task at
hand. Your manager is
communicating instrumentally when she says, “I need that
report by noon,” and you are
62. pursuing instrumental goals when you ask, “How long does it
need to be?” People don’t
always state their instrumental goals outright. Saying, “Wow—
look at the time!” could be
code for “I’d like to wrap up this conversation.” And in a
negotiation, your “final offer”
may actually be a bargaining ploy to get a better deal.
A second set of goals involves relational communication —
messages that shape and
reflect the way people regard one another. Building positive
relationships isn’t just about
being sociable; a positive climate helps achieve instrumental
goals. Conversely, a negative
relationship can make it difficult, or even impossible, to
accomplish them.
Virtually all messages contain both instrumental and relational
dimensions. When
a customer service rep asks, “How can I help you?” the
instrumental nature of this
question is obvious. But the way the question is asked shapes
the tenor of the relation-
ship between the rep and customer—rushed or deliberate,
sincere or phony, friendly
or unfriendly. 18
A third, less obvious reason we communicate involves
identity management , which
is the practice of presenting yourself in ways that produce a
preferred image and distinc-
tive sense of self. To understand this concept, take a moment to
make a list of 10 words
or phrases that describe the way you would like others to see
you on the job. Your list
probably includes terms such as competent, trustworthy, and
63. efficient. (Be sure to complete
your own list before reading on.) Taken together, the attributes
on this list (and many
others) make up the professional identity you want to create.
Next, think about the ways
you communicate, both verbally and nonverbally, to get others
to accept your identity.
If being calm under pressure is part of your preferred identity,
what do you say or do to
project that quality? If you want others to see you as
knowledgeable, how do you com-
municate to create that impression?
As these examples show, communication is often strategic; we
craft messages to
achieve instrumental, relational, and identity goals. Sometimes
our strategizing operates
subconsciously. When meeting a new person, you probably
don’t think, Must look confi-
dent and friendly! Firm handshake! Direct eye contact! At other
times, though, crafting a
thoughtful strategy to achieve your goals can boost the odds you
will succeed.
A major focus of this book is to suggest communication
strategies you can use to
achieve your goals and the goals of the organizations with
which you’re involved. Many of
these strategies will focus on specific work-related contexts,
such as interviews, meetings,
and presentations. Others will be useful in virtually every
professional context where you
want to enhance your professional identity, manage
relationships, and get the job at hand
done most effectively.
64. At first, the notion of strategic communication might seem
unethical. But commu-
nicating purposefully isn’t necessarily dishonest. The guidelines
on pp. 25–26 show that
it’s possible to be strategic while still respecting others’ rights
and needs.
Communication Is Irreversible At one time or another,
everybody has wished
they could take back words they regretted uttering.
Unfortunately, this isn’t possible. Our
words and deeds are recorded in others’ memories, and we can’t
erase them. As the old
saying goes, people may forgive, but they don’t forget. In fact,
often the more vigorously
you try to erase an act, the more vividly it stands out.
Communication Is a Process It isn’t accurate to talk about an
“act” of com-
munication as if sending or receiving a message were an
isolated event. Rather, every
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case STUDY
9
communication event needs to be examined as part of its
communication context.
Suppose, for example, your boss responds to your request for a
65. raise by saying, “I was
going to ask you to take a cut in pay!” How would you react?
The answer probably
depends on several factors: Is your boss a joker or a serious
person? How does the com-
ment fit into the history of your relationship—have your boss’s
remarks been critical or
supportive in the past? How does the message fit with ones you
have received from other
people? What mood are you in today? All these questions show
that the meaning of a
message depends in part on what has happened before the
message. Each message is part
of a process: It doesn’t occur in isolation.
Communication Is Not a Panacea Although communication
can smooth out
the bumps and straighten the road to success, it won’t always
get you what you want.
Misunderstandings and ill feelings can arise even when people
communicate carefully, 19
and they can increase even more dramatically when people
communicate badly. This
helps explain why some problems grow worse the longer they
are discussed. Even effective
communication won’t solve all problems. There are some
situations in which the parties
understand one another perfectly and still disagree. These
limitations are important to
understand as you begin to study communication on the job.
Boosting your communica-
tion skills can increase your effectiveness, but it isn’t a cure-
all.
Basics of the Communication Model
No matter the setting or the number of people involved, all
66. communication consists of
the same elements. Understanding them can help explain what
happens when one person
tries to express an idea to others. It can also offer clues about
why some attempts succeed
and others fail.
The communication process begins with a sender , the
person who transmits a
message . 20 Some messages are deliberate, while others
(such as sighs and yawns) may be
unintentional. The sender must choose certain words or
nonverbal methods to send an
intentional message. This activity is called encoding . The
channel (sometimes called the
medium ) is the method used to deliver a message. You will
read much more about chan-
nels in the next section.
Even when a message gets to its intended receiver intact,
there’s no guarantee it will
be understood as the sender intended it to be. 21 The
receiver must still attach meaning to
Derogatory E-mails Lead to Firings
Three employees of the Iowa Civil Rights Commission
learned the hard way that digital gossip can be costly.
They were fired after supervisors found they had
used the state’s e-mail system to disparage and
ridicule co workers. The culprits referred to colleagues
by offensive nicknames, such as Monster, Psycho,
Stoned Intern, Roid Rage, Extreme Makeover,
Where’s My Car?, and Albino. A representative mes-
sage read, “Where’s My Car and Psycho are talking
about food—a match made in stoner/fatty heaven!”
67. The workers called their e-mails harmless office
chatter. “It was just talk, water cooler chat,” one
protested. An administrative law judge disagreed,
characterizing their messages as “misconduct” that dis-
qualified them for unemployment insurance benefits.
Source: Foley, R. J. (2011, August 22). Email exchanges gets
three
Iowa civil rights investigators fired. Cedar Rapids Gazette.
Retrieved
from http://thegazette.com/2011/08/22/email-exchanges-get-
three
-iowa-civil-rights-investigators-fired
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10 Part One Basics of Business and Professional
Communication
the words or behavior. Receivers don’t just absorb messages
like passive sponges. Instead,
they actively interpret and respond to them. The process of a
receiver attaching meaning
to a message is called decoding .
Misunderstandings often arise because messages can be
decoded in more than one
way. Consider a situation when a customer responds to a slip-up
by saying, “Don’t worry
about it.” Perhaps the literal statement is accurate: “There’s
absolutely no need to worry.”
68. Or perhaps the customer means, “It isn’t perfect, but I can
tolerate the mistake.” On the
other hand, the customer could be annoyed but doesn’t want to
say bluntly, “I’m really
unhappy.” In the coming chapters, you’ll learn a variety of
strategies for reaching a shared
understanding in these situations.
The receiver’s discernible response to a sender’s message is
called feedback . Some
feedback is nonverbal—smiles, sighs, and so on. Sometimes it is
oral, as when you react
to a colleague’s ideas with questions or comments. Feedback
can also be written, as when
you respond by writing your coworker an e-mail. In many cases,
no message can be a
type of feedback. Failure to answer a letter or to return a phone
call can suggest how the
noncommunicative person feels about the sender.
Even though we’ve described sending and receiving as discrete
roles, communica-
tion is actually a two-way process. Especially when
communication is instantaneous—in
face-to-face settings, phone conversations, and online chat—
people are simultane-
ously senders and receivers. While you’re pitching an idea to
your manager (sending
a message), she is receiving information. But at the same time,
she is sending verbal
and nonverbal feedback for you to interpret. When she voices a
concern about part of
your idea and you respond defensively, both of you are sending
and receiving. Because
sending and receiving are simultaneous and connected, these
two roles are combined
69. into the “communicator” positions represented on both sides of
the model pictured in
Figure 1.1 below.
Once you understand that receiving and sending are
simultaneous and connected,
you start to recognize that successful communication isn’t
something active senders do
to passive receivers. Rather, it’s a collaborative process in
which the participants create a
NoiseNoiseNoise
(Sends and
receives)
(Sends and
receives)
Channel(s)Channel(s)
Encodes/
decodes
Messages
Encodes/
decodes
CommunicatorCommunicator
NoiseNoiseNoise FIGURE 1.1
Communication
Model
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Chapter 1 Communicating at Work 11
shared understanding through the exchange of messages. In
other words, communication
isn’t something we do to others; it’s a process we do with
them. An effective way to build
shared meaning is to practice other-orientation—that is, trying
to understand the other
person’s viewpoint, whether or not we agree with it. Feedback
helps us in this process of
building shared meaning.
One of the greatest barriers to effective communication is
noise —factors that inter-
fere with the exchange of messages. The most obvious type of
noise is environmental —for
example, the babble of voices in the next room, the annoying
ring of someone’s cell phone
in a meeting, or a smelly cigar. A second type of noise is
physiological —hearing disorders,
illnesses, disabilities, and other factors all make it difficult to
send or receive messages.
To appreciate the impact of physiological noise, recall how hard
it is to process messages
when you’re recovering from a late-night study session or have
a headache. The third type
of noise is psychological —forces within the sender or receiver
that interfere with under-
standing, such as egotism, defensiveness, assumptions,
stereotypes, biases, prejudices,
hostility, preoccupation, and fear. If you were thinking
71. strategically about communicating
with someone at work, what steps could you take to reduce
noise in your environment
before delivering your message?
Communication Channels
As a business communicator, the channel you choose to deliver
a message can have
a big influence on your effectiveness. Should you express your
ideas in a phone call?
Put them into a text message or e-mail? Send them via fax or in
hard copy? Or should
you express yourself in person? Deciding which communication
channel to use isn’t
a trivial matter; communication researchers have studied
extensively the factors that
lead to good channel choice. 22 As you choose the best
channel, you should consider
several factors.
Consider Channel Characteristics New technologies have
given businesspeo-
ple a wider range of choices for communication than ever
before. It wasn’t that long ago
when the choices were in-person, telephone, or written memo.
But today, there also are
e-mail messages, voice mail, faxes, instant messaging, video
conferencing, web conferen-
cing, Facebook, Twitter, cell phones, pagers, texting, and more.
One way to start evalu-
ating these choices is to consider each channel’s different
characteristics and how those
characteristics match your communication goals.
● Richness. Richness refers to the amount of information
available in a given chan-
72. nel: facial expression, tone of voice, eye and body movement.
In rich channels—
such as face-to-face settings and, to a lesser extent, in video
chats—a wide array
of nonverbal cues help you better understand another person. Is
the customer in
a hurry? Is your boss angry? Is a colleague joking or serious?
Seeing and hearing
others can help you answer questions like these. In contrast,
lean channels have
much less information. So while a lean e-mail channel is good
for exchanging
information efficiently, it isn’t as effective when factors such as
tone and emo-
tion are important. Even emoticons like the smiley face
haven’t prevented e-mail
misunderstandings. 23
● Speed. Speed of the channel refers to how quickly the
exchange of messages occurs.
High-speed or instantaneous channels are called synchronous
communication .
These include face-to-face conversations, video chat, and
telephone conversations.
A key benefit of synchronous channels is that there’s no time
lag between the trans-
mission and reception of messages, so they permit immediate
feedback . You can
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73. 12 Part One Basics of Business and Professional
Communication
respond to questions as soon as they arise and rephrase or
elaborate as necessary.
If you need a price quote now or if you need to discuss a
complex idea that will
need a lot of elaboration, a high-speed channel is probably the
best choice. But
high-speed, synchronous communication isn’t always desirable.
Another option is
asynchronous communication . Asynchronous channels
include e-mail, interof-
fice memos, and voice mail. In these “low-speed” channels
there is a lag between
the transmission and reception of messages. These channels can
be effective for less
urgent requests. In addition, if you want to avoid a knee-jerk
reaction and encour-
age careful thought, you might be better off choosing an
asynchronous method to
deliver your message.
● Control. Control refers to the degree to which you can
manage the communica-
tion process. Of course, because communication is a two-way
process, you can
never have complete control. However, different channels offer
different types of
control. In written channels (like writing an e-mail), you can
have more control
over how you encode a message because you will be able to
write, proofread, and
edit it as many times as you need until you get it exactly the
way you want. If you
have something highly sensitive to say, this might be a good
74. channel to choose.
But there are also some trade-offs to this channel; even though
you might spend
hours drafting a memo, letter, or report, the recipient may scan
it superficially
or not read it at all. In contrast, in a face-to-face channel, you
have much more
control over the receiver’s attention. You can reduce noise,
interpret nonverbal
signals of understanding, or even explicitly ask the sender to
pay more attention
to your message.
Consider the Desired Tone of Your Message In general, oral
communi-
cation is best for messages that require a personal dimension.
One corporate manager,
whose company spends more than $4 million annually on
employee travel, makes the
case for face-to-face contact: “Nothing takes the place of a
handshake, going to lunch,
seeing their eyes.” 24 Oral channels are also best for ideas
that have a strong need for
visual support—demonstration, photos or slides, and so on.
Spoken communication is
also especially useful when there is a need for immediate
feedback, such as question-and-
answer sessions or a quick reply to your ideas.
Written communication works well when you want to create a
relatively formal tone.
Writing is almost always the best medium when you must
choose your words carefully.
Writing is also better than speaking when you want to convey
complicated ideas likely
to require much study and thought by the receiver. It’s also
75. smart to put your message in
writing when you want it to be the final word, with no feedback
or discussion. Finally,
writing is best for any message if you want a record to exist.
In business and the profes-
sions, sending confirming letters and e-mails is common
practice, as is keeping meeting
minutes. These steps guarantee that what is said will be a matter
of record, useful in case
of later misunderstandings or disputes and in case anyone wants
to review the history
of an issue. Handwritten notes of thanks or sympathy express
thoughtfulness and add a
personal touch that electronic messages lose.
Consider the Organization’s Culture Besides message-related
considera-
tions, the culture of the organization in which you work may
favor some communication
channels over others. 25 For example, Microsoft Corporation
is so e-mail intensive that
some voice mail greetings include the directive, “If you’re from
Microsoft, please try to
send electronic mail.” In other organizations, voice mail is the
preferred channel. Kirk
Froggatt, a vice president at Silicon Graphics, offers one
explanation: “There’s some-
thing fundamentally more personal about voice mail. You can
get the tone of voice, the
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76. The Virtues of Going Offline
Today’s array of communication technologies makes
it possible to be connected to others virtually all the
time. This connectivity has led to a dramatic growth
in teleworking and telecommuting—flexible work
arrangements in which employees do their jobs out-
side the office. Along with their benefits, the technol-
ogies that keep workers connected have a downside.
When your boss, colleagues, and customers can reach
you any time, you can become too distracted to tackle
necessary parts of your job.
Communication researchers have discovered
that remote workers have developed two strategies
for reducing contact and thereby increasing their
efficiency. 26 The first simply involved disconnect-
ing from time to time: logging off the computer,
forwarding the phone call to voice mail, or simply
ignoring incoming messages. The researchers labeled
the second strategy dissimulation. Teleworkers dis-
courage contact by disguising their activities, for
example, changing their instant message status to “in
a meeting” or posting a fake “out of the office” mes-
sage online.
It’s important to note that these strategies weren’t
typically used to avoid work but to get more done.
These findings show that too much connectivity
is similar to many aspects of life; more isn’t always
better.
TECHNOLOGY tip
13
77. passion. People like that.” 27 A recent study even indicated
that employees who followed
corporate norms for e-mail and instant messaging received
higher performance evalua-
tions. 28 Along with an organization’s overall preference for
some channels, it’s important
to consider the preferences of departments or even individuals.
For example, the com-
puter support staff members in some organizations respond to e-
mails, while in other
companies a phone call to the help desk is the best way to get a
quick response. And, if
you know a coworker or your boss responds only to face-to-face
reminders, your best
bet is to use that approach.
Consider Using Multiple Channels In some cases, it’s wise to
send a message
using more than one channel. For example, you could:
● Distribute a written text or outline that parallels your
presentation.
● Follow a letter, fax, or e-mail message with a phone call, or
call first and then write.
● Send a report or proposal and then make appointments with
your readers to
discuss it.
This redundancy capitalizes on the diverse strengths of each
channel and boosts
the odds of getting your desired message across. One study
revealed that following-up a
face-to-face exchange with an e-mail that included supplemental
information was more
78. persuasive than the single channel approach. The dual-channel
approach also enhanced
the sender’s credibility. 29
Sometimes channel selection involves trade-offs. For example,
face-to-face com-
munication is rich, fast, and allows you to have a lot of control
over the receiver’s atten-
tion. It also has the potential to create personal bonds that are
more difficult to create in
other types of communication. On the other hand, personal
contacts can be difficult to
schedule, even when people work in the same building. A cross-
town trip for a half-hour
meeting can take most of the morning or afternoon.
Ultimately, the question isn’t which communication channel to
use, but when to
use each one most effectively. 30 Knowing how to choose the
optimal channel can have
a strong impact on your career. In one survey, managers who
were identified as “media
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Richness Speed
Control
over
Message
79. Control
over
Attention Tone
Level of
Detail
Face-to-Face High Synchronous Low High Personal Moderate
Telephone
Teleconferencing
and
Videoconferencing
Moderate Synchronous Low Moderate Personal Moderate
Voice Mail Moderate Asynchronous Moderate Low Moderate
Low
E-mail Low Asynchronous High Low Impersonal-
Moderate
High
Instant Messaging Low Asynchronous
but potentially
quick
Moderate Moderate Moderate Low
Text Messaging Low Asynchronous
but potentially
quick
High Low Impersonal-
Moderate
80. Low
Hard Copy (e.g.,
handwritten or
typed message)
Low Asynchronous High Low Depends on
writer’s style
High
Considerations in Choosing a Communication Channel
Table 1-2
14 Part One Basics of Business and Professional
Communication
sensitive”—those who matched the channel to the message—
were almost twice as likely
to receive top ratings in their performance reviews when
compared with less-media-
sensitive peers. 31 Table 1-2 presents some guidelines that
will help you decide how to
deliver your message most effectively.
• Communicating in and beyond Organizations
For most of us, work is collaborative. It’s the rare person who
creates, markets, and sells
goods or services alone. Whether the people we work with are
in adjacent cubicles or on
the other side of the planet, we are members of
communication networks —patterns of
contact created by the flow of messages among communicators
through time and space. 32
Two kinds of networks exist: formal and informal.
81. Formal Communication Networks
Formal communication networks are systems designed by
management to dictate
who should talk to whom to get a job done. In small
organizations, networks are
so simple they may hardly be noticeable. In larger
organizations, they become more
intricate. The most common way of describing formal
communication networks
is with organizational charts like the one in Figure 1.2 .
Organizational charts are
more than a bureaucrat’s toy; they provide a clear guideline of
who is responsible for
a given task and which employees are responsible for others’
performance. They also
depict optimal flows of communication, including downward,
upward, and horizontal
communication.
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*CS Rep = Customer-Service Representative
Kate
CS Rep
Pam
CS Rep
Steve
82. CS Rep
Jose
CS Rep
Nancy
CS Rep
Sue
CS Rep
Phil
CS Rep
Dawn
CS Rep
Todd
CS Rep
Malik
CS Rep
Bob
CS Rep
Tara
CS Rep*
Maria
Assistant Manager
Claire
Assistant Manager
Ted
83. Assistant Manager
Belle
Office Manager
Jane
Administrative Assistant
Chris
Manager
Organizational Chart FIGURE 1.2
A Formal
Communication
Network
Chapter 1 Communicating at Work 15
Downward Communication Downward communication
occurs whenever
superiors initiate messages to their subordinates. There are
several types of downward
communication:
● Job instructions: “Bring in receipts for items under $20
that you pay for with cash.
Anything over $20, charge to the company credit card.”
● Job rationale: “We rotate the stock like that so the
customers won’t wind up with
outdated merchandise.”
● Feedback: “Backing up the files on your flash drive was a
great idea. That saved us a
lot of grief when the laptop didn’t work.”
84. ● Indoctrination: “People can buy the stuff we sell at other
places, but we can bring
them in here by giving them what they want quickly and
pleasantly. If we do that,
we’ll all come out ahead.”
Most managers would agree—at least in principle—that
downward communica-
tion is important. It’s hard to argue with the need for giving
instructions, describing
procedures, explaining rationale, and so on. Like their bosses,
employees recognize the
importance of downward communication. A study at General
Electric (GE) revealed
that “clear communication between boss and worker” was the
most important factor
in job satisfaction for most people. GE was so impressed with
the findings of this
study it launched a program to encourage managers to
communicate more, and more
directly, with their employees, including holding informal
meetings to encourage
interaction. 33
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Getting Recognized by Your Bosses
According to Muriel Solomon, “The big secret to get-
ting recognized is to give creative thinking a priority.”
She and other career advisers recommend you can
showcase your talent, create interest in your work,
85. and display your potential in several ways:
● Present proposals to your boss. Learn the his-
tory of a challenge, develop a specific plan that
shows creativity and understanding of the com-
pany’s needs. Don’t wait for someone to recog-
nize you or choose you for a prime assignment.
● Volunteer for committees, to chair a committee,
or to sponsor a workshop, hearing, or sports
event. Create opportunities to enlarge your work-
ing relationships with people at many levels of
your organization. Prepare concise summaries and
submit reports to your boss.
● Get your thoughts printed. Contribute quality
writing to company publications, department
newsletters, or association or professional jour-
nals. Distribute copies to your manager, and post
on bulletin boards and company blogs.
● Use thoughtful gestures to build bridges. Devote
5 minutes a day to raising your visibility by
thanking people who worked on your project,
calling or sending thank-you notes to the super-
visors of those who helped you (with a blind
copy to the one whose help you received), and
feeding your gratitude into the grapevine.
● Be ready to share a story about your accom-
plishments. Without bragging, be prepared to
weave your accomplishments (be sure to include
recent ones) into an interesting story you can tell
whenever the opportunity arises: “Something
like that happened to us last week. . . .”
86. Source: Klaus, P. (2007). The hard truth about soft skills.
New York,
NY: Collins Business; Solomon, M. (1993). Getting praised,
raised and
recognized. Englewood Cliffs, NJ: Prentice-Hall.
CAREER tip
16
The desire for feedback is probably so strong among most
employees because supervisors
rarely provide enough of it. As two leading researchers put it:
“The frequent complaint . . .
by the individual is that he [sic] does not know where he stands
with his superiors.” 34
Many companies do take a more enlightened approach to
feedback. Ed Carlson, former
president of United Airlines, is generally credited with turning
the company from a loser
into a winner during his tenure. Part of his success was due to
keeping United’s employees—
all of them—aware of how the company was doing. “Nothing is
worse for morale than a
lack of information down in the ranks,” he said. “I call it
NETMA—Nobody Ever Tells
Me Anything—and I have tried hard to minimize that problem.”
35 True to his word,
Carlson passed along to the field staff information on United’s
operations that was previ-
ously considered too important to circulate.
Upward Communication Messages flowing from subordinates
to superiors are
labeled upward communication . Virtually every
87. organization claims to seek upward
messages, but many aren’t as open to employee opinions as they
claim. In some organi-
zations, questioning the boss can be a recipe for professional
suicide. “The disconnect
between rhetoric and reality is why Scott Adams [creator of the
‘Dilbert’ comic strip] is a
millionaire,” says management expert Warren Bennis. 36
Businesses that really are open to upward communication can
profit from the
opinions of employees. 37 Sam Walton, founder of Wal-Mart,
the largest retailer in the
United States, claimed that “our best ideas come from clerks
and stockboys.” 38 Industry
observers credit the dramatic turnaround of Mattel Corporation
to CEO John Aberman’s
openness to employee suggestions. 39 Upward communication
can convey four types of
messages: 40
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Chapter 1 Communicating at Work 17
● What subordinates are doing: “We’ll have that job done
by closing time today.”
● Unsolved work problems: “We’re still having trouble with
the air conditioner in the
accounting office.”
88. ● Suggestions for improvement: “I think I’ve figured a way
to give people the vacation
schedules they want and still keep our staffing up.” As the
Career Tip on p. 16
suggests, getting recognized by your boss can pave the way to
career advancement.
● How subordinates feel about each other and the job: “I’m
having a hard time working
with Louie. He seems to think I’m mad at him.” Or, “I’m
getting frustrated. I’ve
been in the same job for over a year now, and I’d like more
responsibility.”
These messages can benefit both subordinates and superiors,
and this explains why
the most satisfied employees feel free to express dissent to their
bosses. 41 Bennis empha-
sizes the critical role upward communication plays in the
success of an organization:
The longer I study effective leaders, the more I am convinced
of the underappreciated
importance of effective followers. What makes a good follower?
The single most impor-
tant characteristic may well be a willingness to tell the truth. In
a world of growing
complexity, leaders are increasingly dependent on their
subordinates for good informa-
tion, whether the leaders want to or not. Followers who tell the
truth, and leaders who
listen, are an unbeatable combination. 42
Despite its importance, upward communication isn’t always
easy. Being frank with
89. superiors can be both important and risky, especially when the
news isn’t what the boss
wants to hear. 43 One executive gives an example:
In my first C.E.O. job, a young woman who worked for me
walked in one day and
said, “Do you know that the gossip in the office is that the way
for a woman to get
ahead is to wear frilly spring dresses?” And I just looked at her
and asked, “Where did
this come from?” She said, “Well, you said, ‘pretty dress’ to
four women who happened
to be dressed that way. And so now it’s considered policy.” 44
Some organizations have developed systems to promote upward
communication in
the face of potential challenges. Pillsbury Corporation
employees can voice their messages
on an anonymous voice mail system. An independent company
creates transcripts of all
calls and forwards them to Pillsbury’s CEO. 45
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18 Part One Basics of Business and Professional
Communication
Most of the responsibility for improving upward
communication rests with manag-
ers. One recent study showed the likelihood of reporting bad
news was highest when
90. employees trusted supervisors and when there was a history in
the organization of leaders
resolving problems. 46 They can begin the process by
announcing their willingness to hear
from subordinates. A number of vehicles facilitate upward
messages: an open-door policy,
grievance procedures, periodic interviews, group meetings, and
the suggestion box, to
name a few. Formal channels aren’t the only way to promote
upward messages. Informal
contacts can often be most effective. Chats during breaks, in the
elevator, or at social
gatherings can sometimes tell more than planned sessions. But
no method will be effective
unless a manager is sincerely interested in hearing from
subordinates and genuinely values
their ideas. Just talking about this isn’t enough. Employees have
to see evidence of a will-
ingness to hear upward messages—both good and bad—before
they will really open up.
Horizontal Communication A third type of organizational
interaction is
horizontal communication (sometimes called lateral
communication ). It consists of
messages between members of an organization with equal
power. 47 The most obvious type
of horizontal communication goes on between members of the
same division of an organi-
zation: office workers in the same department, coworkers on a
construction project, and
so on. In other cases, lateral communication occurs between
people from different areas:
accounting calls maintenance to get a machine repaired, hospital
admissions calls intensive
care to reserve a bed, and so on. Horizontal communication
91. serves five purposes: 48
● Task coordination: “Let’s get together this afternoon and
set up a production
schedule.”
● Problem solving: “It takes three days for my department to
get reports from yours.
How can we speed things up?”
● Sharing information: “I just found out a big convention is
coming to town next
week, so we ought to get ready for lots of business.”
● Conflict resolution: “I’ve heard you were complaining
about my work to the boss. If
you’re not happy, I wish you would tell me first.”
● Building rapport: “I appreciate the way you got that rush
job done on time. I’d like
to say thanks by buying you lunch.”
Research suggests that people in most organizations
communicate horizontally,
but the reasons for doing so in high-performing groups are
different from those in less
effective ones. 49 Low-performing groups are likely to reach
out to different parts of
the organization to get information on how to follow
existing procedures. For example, an engineer might
contact the purchasing department to check on the
status of an equipment order. By contrast, lateral con-
tacts in high-performing organizations are used to get
the information needed to solve complex and difficult
work problems. For instance, before starting design
92. work on a new product, the same engineer might
contact the sales manager to find out what features
customers want most. Top-performing organizations
encourage people from different areas to get together
and share ideas. At Hewlett-Packard, Worldwide
Personnel Manager Barbara Waugh and her colleagues
spent five years improving horizontal communication.
“My role is to create mirrors that show the whole what
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FIGURE 1.3
An Informal
Communication
Network
Source: Adapted from
Orbe, M. P., & Bruess, C.
J. (2007). Contemporary
issues in interpersonal com-
munication. New York, NY:
Oxford University Press.
Romantically involved
Gossip partners
Friends
Previous work relationship
Ted
93. Tara
Claire
Jane
Belle
Pam
Todd
Maria
Jose
Kate
Chris
Malik
Chapter 1 Communicating at Work 19
the parts are doing—through coffee talks and small meetings,
through building a net-
work, through bringing people together who have similar or
complementary ideas.” 50
Despite the importance of good horizontal communication,
several forces work to
discourage communication between peers. 51 Rivalry is one.
People who feel threatened
by one another aren’t likely to be cooperative. The threat can
come from competition for
94. a promotion, raise, or other scarce resource. Sometimes rivalry
occurs over an informal
role. For example, two office comedians might feel threatened
each time the other gets
a laugh; that could inhibit their cooperation. Another challenge
is the specialization that
makes it hard for people with different technical specialties to
understand one another.
Information overload can also discourage employees from
reaching out to others in dif-
ferent areas, and a simple lack of motivation is another
problem. Finally, physical barriers,
such as having offices scattered throughout different buildings,
can interfere with hori-
zontal connections.
Informal Communication Networks
So far, we have focused on networks within organizations that
are created by man-
agement. Alongside the formal networks, every organization
also has informal
communication networks —patterns of interaction based on
friendships, shared per-
sonal or career interests, and proximity. One business writer
described the value of
informal networks:
A firm’s organizational chart will tell you about authority. It
doesn’t always show how
things get done or created. You know the rules, but you don’t
know the ropes. For
that, you need a map to the network, the corresponding informal
structure that is usu-
ally invisible. 52
Informal relationships within organizations operate in ways
95. that have little to do with
the formal relationships laid out in organizational charts. 53
Figure 1.3 shows how the
actual flow of information in one firm is quite different from its
formal structure. And
beyond any sort of organizational connection, people are
connected with one another
through informal personal networks—with friends, neighbors,
family members, and all
sorts of other relationships.
Some informal networks arise because of personal interests.
Two colleagues who
are avid basketball fans or share a fascination with rare books
are more likely to swap
information on work than coworkers who have no such bonds.
Personal friendships also
create connections that can lead to increased communication.
Finally, physical proximity
increases the chances for interaction. Shared office space or
frequent meetings around
the copying machine make it likely that people will exchange
information. Even sharing
restrooms can lead to networking, as public relations executive
James E. Lukaszewski
observes in describing one anatomical difference that has
benefited men.
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20 Part One Basics of Business and Professional
96. Communication
This may sound facetious, even silly, but when these meetings
break, where are the
women and where are the men? The guys go to the porcelain in
that little room with
M-E-N on the door. . . . The guys are standing there, facing the
wall, talking and
deciding things. It’s a critical opportunity for important verbal
communication to take
place during times of decision making. 54
As this quote suggests, informal networks are often a source of
important job-related
information, organizational resources, career advice, and social
connections that help work-
ers successfully navigate their careers. When someone is
excluded from that network—even
unintentionally—he or she is placed at a major disadvantage.
For example, research has
shown that women often are cut off from informal
communication networks, and this has
a real impact on their ultimate career success. 55 The
difference is even more pronounced for
minority women, who face “concrete walls” that isolate them
from informal relationships
with superiors and peers. 56 It’s important to identify the
informal networks in your organi-
zation and try to get as involved as possible—especially if you
are a woman or a minority.
Functions of Informal Networks within Organizations Not all
informal
messages are idle rumors. Informal communication can serve
several useful functions: