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Business and Professional Communications

by: Patience Langosh II

Business and Professional Communications SPCM 11500

Marketplace > Ithaca College > Speech & Communication > SPCM 11500 > Business and Professional Communications
Patience Langosh II
GPA 3.66

David Smith

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David Smith
Class Notes
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This 9 page Class Notes was uploaded by Patience Langosh II on Tuesday October 13, 2015. The Class Notes belongs to SPCM 11500 at Ithaca College taught by David Smith in Fall. Since its upload, it has received 14 views. For similar materials see /class/222293/spcm-11500-ithaca-college in Speech & Communication at Ithaca College.

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Date Created: 10/13/15
Quick Ch4 Notes Bypassingterminalterminal Allness steems form 1s Suggestions for composition Use active voice Vary sentence length Delete words sentences and phrases that do not add to your meaning Use a conversational tone Keep ideas parallel Suggestions for words and phrasing Avoid rep eating Avoid seXist language Use strong verbs Vary words Properly use re exive pronouns Avoid sentence fragments or run on sentences Avoid dangling modifiers Avoid misplaced modifiers SPELL CHECK Begin with the familiar end with the new Limit the number of subjects in sentences and in each paragraph Defenses Evaluate behavior Controloriented behavior Strategic behavior Neutral behavior Superior behavior Dogmatic behavior I AM RIGHT YOU ARE ALWAYS WRONG If the criticism seems unfair start with the quotI feel statement Aggressive Behaviors I Arguing I Complaining I Martyrdom 0 Making your self always the victim I Interrupting I Name calling I Challengingintegrity I The brush off Minimize negativity and negative words and phrases and swearing Supportive behaviors I Descriptive behavior I Problemoriented behavior I Spontaneous behavior I Empathetic behavior I Egalitarian behavior 0 Produces defenses I Provisional behavior Dis Chapter 10 Chological relationship 0 Mutual awareness and interdependence o Develops over face to face interaction Communication facilitates interaction 0 Small group members have to have some degree of shared interest 0 Goal on which there is mutual agreement 0 Group members meet to provide support Sizes 0 Small groups 320 people 0 Average is 578 Quality Circles 0 Small groups ofpeople who meet voluntarily to define analyze and solve work related problems Panel Discussion 0 Format which the participants interact directly and spontaneously with the guidance ofa moderator Symposium 0 Discussants prepare brief speeches representing their viewpoints Forum Panel 0 Audience are encouraged to ask questions tractions in groups Delaying action Chatting among themselves Ridiculing the deviate Engaging in severe criticism Rejecting the deviate Self centered roles Blocker Aggressor Story teller Recognition seeker Dominator Confessor Specialinterest pleader Noncontributory Status Power 1 Reward p ower 2 Coercive power 3 Referent power 4 Legitimate power 5 Expert power 6 Informational power 7 Connectional power Groupthink I Collective rationalization I Unquestioned beliefin the groups inherent morality I Stereotyped views of opposition leaders direct pressure exerted on any member who expresses dissenting views I Selfcensorship I Shared illusion of unanimity I Emergence of selfappointed quotmind guards Chapter 11 Pro s and Con s of Group Work I Certain groups are superior to individuals I Some discussion techniques can stimulate creativity I Group members possess considerable knowledge and information I A greater diversity ofperspectives I Increases group members commitment to decisions and generally improves their morale Initially group members should take stock of their existing attitudes options and knowledge Question of conjecture Focuses on the future while factual questions deal with the present Question ofvalue Be answered by affirmatively or negatively Question ofpolicy Organizational settings Good discussion Questions I Simplicity I Objectivity I Controversialist Organizing decisionmaking discussions I Orientation I Evaluation I Control I Forming I Storming I Norming I Performing I Adjourning Distinguishing effective form ineffective groups I The way in which group members attempt to evaluate the validity of opinions and assumptions advanced by fellow discussants I Careful rigorous manner in which groups try to evaluate alternatives I The kind of premises on which decisions are made I The soft ofin uence exerted by prominent group members I Whether the group begins the meeting by seeking to understand the problems I The attitudes group members bring to their deliberations Re ectivethinking sequence QuestionAgenda Model Group support systems I Interactive computerbased systems that are rapidly being adopted and used by more companies I Enables parallel communication I Facilitate group memory I Provides structure and channel group behavior to maintain the groups focus on the task Behavioral guidelines I Prepare carefully for each meeting I Approach the discussion with a group orientation I Participate actively I Maintain an attitude of openmindedness I Listen carefully constructively and critically I Play several different roles I Pay attention to nonverbal communication I Focus on matters of substance note on personalities Chapter 12 One of the most common complains we hear form supervisors managers and executives are that there are too many meetings 0 Use of meetings in organizations and communities is going to increase rather than decrease When to call meetings Reach a group judgment as the basis for a decision Discover analyze or solve a problem Gain acceptance form group for an idea program or decision Achieve a training objective Reconcile con icting views Provide essential information for work guidance or for the relief of insecurities or tensions Ensure equal understanding of company policy methods or decisions Obtain immediate reactions to a problem that requires a speedy response DO NOT CALL A MEETING WHEN o Other communications such as phone letter email or memo can do same result Not sufficient time for preparation by participants or the leader One or more key participants are not there Meeting is not likely to produce satisfactory results because of personality con icts or con icts with overall management 0 Expect results do not warrant spending the money it will cost to hold the money Time is money Only through careful planning can you be sure that the meeting will be as successful as possible Generally you should consider five basic elements when conducting a meeting task comfort acoustics visibility and interface Announcing meetings Why when where who and what Different Meeting Styles 0 Autocratic 0 Highly directive leading o Consultative o Encourages input form group members 0 Democratic 0 quotOne person one vote I Consensus Group ratings or rankings Process ofelimination Majority vote 0 Laissezrfaire 0 Leader let s everything just plays out No role in the meeting Pages 5347547 Motivesr Physiological needs Love and belonging steem Selfactualization Maslow s hierarchy ofneeds McClelland Need for achievement Need for power Need for affiliation How to establish creditability Establish common ground with the audience 39 Build trust 39 Reinforce status 39 Support your views with evidence 39 Strive for good delivery Use presentational ai s 39 Appealto their emotions With anguage stories illustration Arguments 39 Knowboth sides ofthe argument 39 Present supporting evidence first Establish common ground before voicing disagreement


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