Discussion board | Applied Sciences homework help

1. Blue Bell. (2015, April 20). Statement from Blue Bell CEO and president Paul Kruse. Retrieved from http://cdn.bluebell.com/ceo-video-message

456 830 glossary Note: The number in parentheses at the end of each definition refers to the chapter in which the term is first introduced. A active listening Nonverbal and verbal attentiveness to a speaker. (3) agenda A list of topics to be covered in a meeting. Agendas also usually note the meeting’s time, length, location, and the members who will attend. Complete agendas provide background information and outcome goals. (8) analytical listening A listening style that focuses on scrutinizing messages from a variety of perspectives. (3) anchor A listener’s preexisting position on an issue being advocated. (12) asynchronous communication Communication that occurs with a delay between sending and receiving of a message; for example, text messaging or e-mail. (1) audition interview A type of interview in which a prospective employer asks the candidate to demonstrate (rather than describe) his or her ability to perform a job-related task. (6) authoritarian leadership style A leadership style in which the designated leader uses legitimate, coercive, and reward power to control members. (7) award presentation A type of presentation in which the speaker describes an award and explains the reasons the recipient is receiving it. (12) 831 B Baby Boomers The generation born between 1946 and 1964 who shaped the 1960s social reforms and who value achievement, accuracy, and performance. (2) bar chart A visual exhibit consisting of horizontal or vertical bars that depict the values of several items in comparative terms. (10) behavioral interview An employment interview in which the candidate is asked to give concrete examples of past behaviors that show how he or she behaved in certain situations. (6) benefits As used in a sales presentation, advantages the target audience will gain from the features of a product or service. (12) biased language A statement that seems objective but actually conceals the speaker’s attitude. (4) bona fide occupational qualification (BFOQ) A job requirement deemed reasonably necessary for the performance of a particular job. In employment interviewing, only questions exploring BFOQs are lawful. (6) boundary turbulence When rules for the sharing of private information are not mutually understood by co-owners. (5) brainstorming A decision-making approach that encourages free thinking and minimizes conformity. (8) briefing An informative presentation that succinctly informs listeners about a specific task at hand. (12) C career research interview An informational interview to help a candidate define and achieve career goals. (6) cause–effect pattern An organizational arrangement that shows that events happened or will happen as a result of certain circumstances. (9) cautious shift A type of conformity in which group members take positions that are more conservative than their individual positions. (7) 832 channel The method or medium used to deliver a message (e.g., face-to- face communication, blog, text message). (1) chronological pattern An organizational arrangement that presents points according to their sequence in time. (9) claim A statement asserting a fact or belief. (9) closed question Question that restricts the interviewee’s responses, usually to yes or no, a number, an item from preselected items, or an either–or response. (6) co-culture A group that has a clear identity within the encompassing culture. (2) coercion The use of force and/or threats of punishment to influence an audience. (12) coercive power The ability to influence others that arises because one can impose punishment or unpleasant consequences. (7) cohesiveness The degree to which group members feel part of and want to remain with the group. (7) collectivist culture A culture with a strong social framework in which members of a group are socialized to care for one another and for the group as a whole. (2) column chart A visual exhibit consisting of vertical columns that depict the quantity of one or more items at different times. (10) 447 communication apprehension Anxiety about communicating. (11) communication networks Regular patterns or paths along which information flows in an organization. See also formal communication networks, informal communication networks. (1) comparative advantages pattern An organizational strategy that puts several alternatives side by side and shows why one is the best. (9) comparison A type of support in which the speaker shows how one idea is similar to another; may be figurative or literal. (10) 833 compromise An orientation toward negotiation that assumes each side needs to lose at least some of what it was seeking. (5) conflict phase The second of four group problem-solving phases; characterized by members taking strong stands that result in conflict within the group. See also storming. (A3) connection power The ability to influence that arises because of one’s connections and associations inside and outside the organization. (7) consensus A collective group decision that every member is willing to support. (8) contingency approaches to leadership Leadership theories that assert the most effective leadership style is flexible, changing as needed with the context. (7) counterfeit question A statement that appears to ask for information but actually offers advice or criticism. (3) credibility The persuasive force that comes from the audience’s belief in and respect for the speaker. (12) crisis An unexpected event that creates uncertainty for an organization and its stakeholders and serves as a turning point in the organization’s future. (A5) criteria satisfaction pattern An organizational strategy that sets up standards (criteria) the audience accepts and then shows how the speaker’s idea or product meets the criteria. (9) critical incident question Interview question that asks the interviewee about a specific situation rather than a hypothetical one. (6) critical listening A listening style of evaluating messages for accuracy and consistency, with the purpose of accepting or rejecting them. (3) culture The set of values, beliefs, norms, customs, rules, and codes that leads people to define themselves as a distinct group, giving them a sense of commonality. (2) 834 cyber incivility Rude/discourteous behaviors occurring through communication technologies such as e-mail, text messages, and social media. (5) D decoding The process of attaching meaning to words, symbols, or behaviors. (1) definition A form of support that explains the meaning of a term that is unfamiliar to an audience or is used in a specialized or uncommon way. (10) democratic leadership style A leadership style in which the designated leader encourages members to share decision making. (7) descriptive statement Statement that describes the speaker’s perspective instead of evaluating the sender’s behavior or motives. See also “I” language, “you” language. (5) designated leader A leader whose title indicates a leader-ship role, either by appointment or by group selection. (7) direct question (in a meeting) A question that is aimed at a particular individual, who is addressed by name. (8) direct question (in an interview) Straightforward question that asks exactly what the interviewer wants to know. (6) disfluencies Vocal disruptions such as stammers (uh, um) or filler words (ya know, like, OK) that distract audiences and interfere with understanding. (4) downward communication Communication that flows from leaders or managers to lower-level employees. (1) E emergence phase The third of four group problem-solving phases; characterized by an end to conflict and emergence of harmony within the group. See also norming. (A3) 835 emergent leaders Rather than being appointed or elected to the leadership role, the leader emerges over time as a result of the group’s interaction. (7) emotional intelligence (EQ) Aptitude and skills needed for interacting well with others. Refers to interpersonal communication skills rather than cognitive or intellectual abilities. (5) employment interview An interview designed to judge the candidate’s qualifications and desirability for a job. (6) encoding The intentional process of creating a message. (1) equivocal terms Words with more than one generally accepted meaning. (4) ethnocentrism The tendency to view life from the perspective of one’s own culture and to judge one’s own culture as superior to other cultures. (2) example Brief illustration that backs up or explains a claim. (10) 448 expert opinion A decision-making method in which a single person perceived as an expert makes a decision for the group. (8) expert power A decision-making method in which a single person perceived as an expert makes a decision for the group. (7) extemporaneous presentation A type of delivery in which the major ideas are planned and rehearsed but the speech is given spontaneously from notes. (11) F factual question Question that asks for verifiable, factual information rather than opinion. (6) fallacy An error in the logic of an argument. (12) feasibility report A type of presentation that evaluates potential action steps and makes recommendations about how to proceed. (12) 836 features Qualities of a product or service that make it desirable and distinguish it from the competition. (12) feedback The recognizable response to a message. (1) feminine culture A culture in which gender roles are not highly differentiated and members value feelings, cooperation, and harmonic relationships. (2) final report Report delivered upon completion of an undertaking. (12) flip chart A large pad of paper, attached to an easel, that is used to create and/or display visuals. (10) formal communication networks Officially designated paths of communication designed by management to indicate who should communicate with whom. (1) forming A phase in problem-solving groups characterized by tentative statements and getting-acquainted types of communication. See also orientation phase. (A3) functional roles Types of behavior that are necessary if a group is to do its job effectively. See also relational roles, task roles. (7) G gatekeeper A person, such as a personal assistant or a receptionist, who manages access to another person. (1) genderlects Distinct and different styles of speaking that characterize masculine and feminine speech. (4) general goal A broad indication of the purpose of a speech, generally to inform, persuade, or entertain. (9) Generation X The generation born between 1965 and 1980, whose members are comfortable with technology, and who value work–life balance and creativity. (2) Generation Z The generation born 1997–present, which is independent, entrepreneurial, and comfortable with technology and social media. (2) 837 goodwill speech A speech with the primary aim of creating a favorable image of the speaker’s cause in the minds of the audience. (12) graph A visual exhibit that shows the correlation between two quantities. (10) groupthink A condition in which group members are unwilling to critically examine ideas because of their desire to maintain harmony. (7) H handout Document(s) distributed during or after a presentation. (10) hidden agenda A group member’s personal goal that is not made public. (7) high-context culture A culture that relies heavily on the social and physical context and nonverbal cues to convey meaning and maintain social harmony. (2) high-level abstractions Terms that cover a broad range of possible objects or events without much detail. (4) horizontal (lateral) communication Communication in which messages flow between members of an organization who have equal power or responsibility. (1) hostile work environment A form of sexual harassment where verbal or nonverbal behavior interferes with someone’s work or creates an intimidating, offensive, or hostile environment. (5) hypothetical question Question that asks an interviewee how he or she might respond under certain circumstances. (6) I “I” language Language in which the communicator describes his or her feelings, needs, and behaviors without accusing others. (5) identity management The practice of presenting yourself in ways that produce a preferred image and distinctive sense of self. (1) 838 immediacy Verbal and nonverbal behaviors that indicate closeness and liking. (4) impromptu presentation A type of delivery in which the speaker has little or no preparation time before presenting his or her remarks. (11) incivility The exchange of seemingly inconsequential, inconsiderate words and deeds that violate the conventional standards of workplace conduct. (5) 449 indirect question Question that gets at information the interviewer wants to know without asking for it directly. (6) individualistic culture A culture whose members tend to put their own interests and personal choices ahead of social or group concerns. (2) informal communication networks Patterns of interaction that are based on proximity, friendships, and shared interests. (1) information power The ability to influence that arises because of one’s access to otherwise obscure information. (7) instrumental communication Messages designed to accomplish a task. (1) interpersonal communication An exchange of verbal and nonverbal messages between two people. (5) interview A two-party interaction in which at least one party has a specific, serious purpose and that usually involves the asking and answering of questions. (6) J jargon Specialized terminology used by members of a particular group. (4) job burnout A syndrome of physical, emotional, or mental exhaustion that is often caused by prolonged exposure to stressful situations. (5) 839 L laissez-faire leadership style A leadership style in which the leader gives up power and transforms a group into a leaderless collection of equals. (7) latitude of acceptance The range of positions or arguments a person would accept with little or no persuasion. (12) latitude of noncommitment The range of positions or arguments a person neither accepts nor rejects. (12) latitude of rejection The range of positions or arguments a person opposes. (12) leader–member exchange (LMX) A theory that views leadership as a collection of multiple relationships with members, each one unique. (7) leading question Question that directs the interviewee to answer in a certain way, often by indicating the answer the interviewer wants to hear. (6) life-cycle theory of leadership An approach to understanding leadership that suggests that a leader’s attention to tasks and relationships should vary depending on the organizational maturity of subordinates. (7) long-term orientation A cultural orientation that emphasizes long-lasting goals rather than short-term gratification. See also short-term orientation. (2) lose–lose approach An approach to negotiation in which one party’s perceived loss leads to an outcome with negative consequences for the other parties. (5) low-context culture A culture that employs language to express ideas and directions clearly and logically; members pay less attention to contextual clues for meaning. (2) low-level abstractions Concrete statements that provide specific details or descriptions. (4) M 840 majority vote A vote that achieves the support of most of the members. (8) manipulation Using deception to trick the other party into thinking or acting in the desired way. (12) manuscript presentation A type of delivery in which the speaker reads word for word from prepared remarks. (11) masculine culture A culture with highly differentiated gender roles in which members value performance, individual success, and advancement. (2) meeting minutes A written record of a meeting. (8) memorized presentation A type of delivery in which the speech is memorized and recited word for word from memory. (11) message Any symbol or behavior from which others create meaning or that triggers a response. (1) Millennials The generation born between 1980 and 2000 who are technologically skilled, ethnically diverse, ambitious, and globally focused in their worldview. (2) mindful listening A style of listening in which one is fully present, focused, and attentive. (3) mindless listening A manner of listening habitually or mechanically and without thoughtfulness. (3) minority decision A few members make a decision affecting the entire group. (8) moderately structured interview A flexible interview in which major topics, their order, questions, and probes are planned but not rigidly adhered to. (6) monochronic time orientation A cultural orientation that values time, efficiency, promptness, and chronological order over personal relationships. See also polychronic time orientation. (2) motion A specific proposal for action. (8) 841 motivated sequence pattern An organizational strategy that presents a topic in terms of five sequential concepts: attention, need, satisfaction, visualization, and action. (9) motivational speech A speech aimed primarily at generating enthusiasm for the topic being presented. (12) multicommunicating Managing multiple conversations at the same time. (5) 450 N negotiation Discussion of specific proposals for the purpose of finding a mutually acceptable agreement or settlement. (5) networking The process of meeting people and maintaining contacts to give and receive information, advice, and job leads. (1) news conference A meeting organized with the purpose of sharing important information about an organization with the media and giving journalists an opportunity to ask questions. (12) news release A form of written communication released to the media with the purpose of turning an announcement into a news story. (A2) noise Any factor that interferes with a message (also called barriers or interference). (1) nonverbal communication Communication by nonlinguistic means, whether visually, physically, or vocally. (4) norming A phase in problem-solving groups characterized by an end to conflict and emergence of harmony within the group. See also emergence phase. (A3) norms Informal rules about what behavior is appropriate in a group. Explicit norms are made clear by speaking about them or writing them out. Implicit norms are not openly discussed but are known and understood by group members. (7) 842 O open question Question that invites a broad, detailed response. See also closed question. (6) opinion question Question that seeks the respondent’s judgment about a topic. (6) organizational chart A figure that displays hierarchical reporting relationships in an organization. (1) organizational climate A relatively stable picture of an organization that is shared by its members. (5) organizational culture A relatively constant and collective system of behaviors and values within an organization. (2) orientation phase The first of four problem-solving phases of groups; characterized by tentative statements and getting-acquainted types of communication. See also forming. (A3) overhead questions A question directed at all members of a group, inviting a response from any member. (8) P panel interview An interview conducted by a group of questioners with whom the candidate will work, who are commonly from different levels within an organization. (6) paralanguage Nonlinguistic vocal qualities such as rate, pitch, volume, and pauses. (4) paraphrasing A response style in which the receiver restates the sender’s content in his or her own words. (3) parliamentary procedure A set of rules that govern the way groups conduct business and make decisions in meetings. (8) peer-influence exit tactics Messages and behaviors that employees intentionally communicate for the purpose of influencing their peer coworkers to leave the organization. (5) 843 performing A phase in problem-solving groups characterized by members’ active endorsement of group decisions. See also reinforcement phase. (A3) persuasion The act of motivating an audience, through communication, to voluntarily change a particular belief, attitude, or behavior. (12) pictogram A visual exhibit that consists of an artistic or pictorial variation of a bar, column, or pie chart. (10) pie chart A round visual exhibit divided into segments to illustrate percentages of a whole. (10) polychronic time orientation A cultural orientation in which people and personal relationships are more important than appointments and efficiency of time. See also monochronic time orientation. (2) position power The ability to influence that comes from the position one holds. (7) power distance A measure (high or low) of how comfortable a culture is with differences in distribution of authority. (2) presentation software Computer software programs (e.g., PowerPoint, Keynote) that create displays used in presentations. Such programs typically include capabilities for creating special audio, visual, and transition effects, speaker notes, and handouts. (10) press conference A meeting organized with the purpose of sharing important information about an organization with the media and giving journalists an opportunity to ask questions. (12) press release A form of written communication released to the media with the purpose of turning an announcement into a news story. (A2) primary question Interview question that introduces a new topic or a new area within a topic. See also secondary question. (6) problem-oriented message Message that aims to meet the needs of both the sender and the other party. (5) 844 problem–solution pattern An organizational arrangement in which the speaker first convinces the audience that a problem exists and then presents a plan to solve it. (9) proposal A type of presentation that advocates for a particular position or action. (12) 451 Q quid pro quo sexual harassment A form of sexual harassment that implies a job benefit or penalty is tied to an employee submitting to unwelcome sexual advances. (5) quotation A form of support that uses the words of others who are authoritative or articulate to make a point more effectively than the speaker could on his or her own. (10) R rapport talk Language that creates connections, establishes goodwill, and builds community; more typically used by women. (4) receiver Any person who perceives a message and attaches meaning to it, whether or not the message was intended for that person. (1) referent power The ability to influence because one is respected or liked by the group. (7) reflective-thinking sequence A seven-step problem-solving approach developed by John Dewey. (A3) reinforcement phase The fourth of four group problem-solving phases; characterized by members’ active endorsement of group decisions. See also performing. (A3) relational communication Messages that create and reflect the attitudes people have toward one another. (1) relational listening An empathic listening style, primarily concerned with feelings. (3) 845 relational roles Functional roles that help facilitate smooth interaction among members. (7) relative words Terms that have meaning only in relationship to other (unspecified) terms. (4) relay question In groups, a question asked by one member that the leader then addresses to the entire group. (8) relevancy challenges Tactfully asking a group member to explain how an apparently off-track idea relates to the discussion. (8) report An informative presentation that describes the state of an operation. (12) report talk Language that conveys information, facts, knowledge, and competence; more typically used by men. (4) reverse question In groups, a question asked of the leader that the leader refers back to the person who asked it. (8) reward power The ability to influence that arises because one can induce desirable consequences or rewards. (7) rhetorical question A question that requires listeners to think, but does not call for an overt response. (9) risky shift A type of harmful conformity in which groups take positions that are more extreme (on the side of either caution or risk) than the positions of individual members. (7) S sales presentation A type of presentation aimed at persuading others to purchase a product or service. (12) scannable résumé A résumé prepared in plain text format with clear keywords and phrases to be “read” and evaluated by software to screen potential job candidates. (6) secondary question Interview question that seeks additional information about a topic under discussion. See also primary question. (6) 846 self-directed work teams Groups that manage their own behavior to accomplish a task. (7) self-monitoring Paying close attention to one’s own behavior and using these observations to shape the way one behaves. (4) sender Someone who transmits a message, either intentionally or unintentionally. (1) servant leadership Serving subordinates by emphasizing their needs. (7) short-term orientation A cultural orientation that values quick payoffs over long-range goals. (2) sincere question A genuine request for information, aimed at helping the receiver understand the sender’s message. (3) situational leadership model An approach to understanding leadership that suggests that a leader’s style should be adapted to the ability of the individual or group the leader is attempting to lead. (7) social intelligence The ability and skills of interacting well with other persons. See also emotional intelligence. (5) spatial pattern An organizational arrangement that presents material according to its physical location. (9) specific goal A concrete statement of what response a speaker is seeking as the result of his or her remarks. (9) speech of introduction A type of presentation that prepares the audience to listen to another speaker by emphasizing the upcoming speaker’s qualifications or importance of the topic. (12) statistics Numbers used to represent an idea. (10) status report The most common type of informative presentation; sometimes called a progress report. (12) stories Detailed descriptions of incidents that illustrate a point; may be factual or hypothetical. (10) storming A phase in problem-solving groups characterized by members taking strong stands that result in conflict within the group. See also conflict phase. (A3) 847 stress interview An employment interview in which the candidate is subjected to the pressures typically encountered on the job. (6) 452 structured interview An interview that consists of a standardized list of questions that allow only a limited range of answers with no follow-up. (6) style approach to leadership An approach to studying leadership based on the assumption the designated leader’s style of communication affects the group’s effectiveness. (7) supporting material Material that backs up the claims made in a presentation. (10) synchronous communication Communication that occurs without a time lag between sending and receiving a message; for example, face-to-face communication. (1) T task roles Functional roles needed to accomplish a group’s mission. (7) task-oriented listening A listening style concerned with understanding information that will facilitate accomplishing the task at hand. (3) team A group that is especially cohesive and effective because of clear and inspiring goals, a results-driven structure, competent members, unified commitment, a collaborative climate, standards of excellence, external support and recognition, and principled leadership. (7) thesis statement A single sentence that summarizes the central idea of a presentation. (9) toast A type of tribute that expresses appreciation and/or honors the accomplishments of an individual or a group. (12) topical pattern An organizational arrangement in which ideas are grouped around logical themes or divisions of the subject. (9) training An informative presentation that teaches listeners how to perform a task. (12) 848 trait approach to leadership An outdated leadership theory based on the belief all leaders possess common traits that make them effective. (7) transformational leadership A type of leadership in which leaders’ vision and personality traits enable them to inspire subordinates to work toward common goals and empower subordinates to exceed their normal levels of performance. (7) transition A statement used between parts of a presentation to help listeners understand the relationship of the parts to one another and to the thesis. (9) tribute A type of special-occasion presentation that honors a person’s or group’s achievements or characteristics. (12) trigger words Terms that have strong emotional associations that set off intense emotional reactions in certain listeners. (4) U uncertainty avoidance A measure of a culture’s tolerance for ambiguity, lack of structure, and novelty. (2) unstructured interview A flexible interview with a goal, and perhaps a few topical areas in mind, but no list of questions or follow-ups. (6) upward communication Communication that flows from the lower levels of hierarchy to upper levels. (1) V videoconference A meeting or conference by means of audio and visual transmissions that enables two or more geographically separated persons to see, hear, and talk to each other. (8) virtual team A team that conducts most or all of its work via electronic channels. (7) W 849 webinar A presentation, lecture, workshop, or seminar that is transmitted over the Web with limited audience interaction. (8) welcoming remarks A type of special-occasion presentation in which the speaker welcomes an individual or group, indicating the significance of the visit and setting the tone for the occasion. (12) win–lose approach An approach to negotiation that assumes any gain by one party is possible only at the expense of the other party. (5) win–win approach A collaborative approach to negotiation that assumes solutions can be reached that meet the needs of all parties. (5) wireframe A layout of the background image of an infographic, used to plan its structure and content. (10) workgroup A small, interdependent collection of people with a common identity who interact with one another, usually face-to-face over time, to reach a goal. (7) workplace bullying Intense, malicious, ongoing, and damaging words or deeds that violate the conventional standards of workplace conduct. (5) workplace dignity People’s ability to gain a sense of self-respect and self- esteem from their jobs and to be treated respectfully by others. (5) Y “you” language Language that often begins with the word you and accuses or evaluates the other person. (5) 453 850 index A Aberman, John, 15 Academy Awards, 384 Accents, 37 Acheson, Bill, 65 ADA Amendments Act (ADAAA), 38 Adams, Scott, 15 Advanced Public Speaking Institute, 382 Agapito, Tina, 295 Agenda, 234–236 bell-shaped structure, 236 distribution of, 236 focus, 236 format, 235 next meeting’s, 245 timing, 236 tips for creating, 235 Ambiguity, 86–88 American Consulting & Training, 227 American Society of Civil Engineers, 32 Americans with Disabilities Act (ADA), 38, 40, 175 Anderson, John, 15 Anheuser-Busch, 354 851 Annuity University, 262 Appearance, 97–99 clothing, 98 clothing, interview, 165 and gender, 99 and geography, 98 wardrobe considerations, 98–99 Apple, 229 Keynote, 314 Aristotle, 24 Associated Press (AP) Stylebook guidelines, 408 AT&T, 65 Audience, business writing, 400 Audience for presentation, 257–261 attitude of listeners, 260–261 critical segments, focus on, 373 cultural background, appealing to, 375–376 demographic characteristics, 259–260 disagrees with position, 374 focusing on, 328 hears opposing viewpoint, 375 hostile, 373–374 information they need, 258 international, 260 involvement, 355–356 key members, 258 knowledge they have, 258 knows both sides of issue, 374–375 linking topic to, 356–357 needs of, appealing to, 371–372 personal preferences, 258–259 seniors, 262 similarity to, 370 size, 260 852 sophistication, 318 trust from, earning, 369–370 Award accepting, 383 presentation, 382–383 B Bachelder, Cheryl, 208 Bandwagon appeal (argumentum ad populum), 371 Bank of America, 66 Barriers, physical, 17 Baryshnikov, Mikhail, 383 Bass, Bernard M., 206–207 Beatty, Warren, 384 Belmont Sandy, 252 Woody, 252 Bennis, Warren, 15–16 Bentham, Jeremy, 24 Berardo, Kate, 38 Berglos, Steven, 136 Berlin, Leonard, 103 Beyond the Wall of Resistance (Maurer), 235 Bias, 88 Black & Decker, 45 Blake, Robert, 205 Blanchard, Kenneth, 206 Blunder, recovering from communication, 6 Body language, 332 Boeing Aircraft, 98 Bolles, Richard, 156 Bormann, Ernest, 209 Boundary turbulence, 137 853 Brainstorming, 241, 268, 269 Brawn, Alan, 264 Briefings, 349–351 content, 350 language and delivery, 350 length, 350 organization, 350 presentation aids, 350 Brown, Scott, 123 Bullying, workplace, 130–131 appeal to third party, 132 backing off, 132–133 cyberbullying, 131 cyberstalking, 131 negotiation, 131–132 reframing thinking, 133 strategies for dealing with, 131–133 types, 130 Burns, James McGregor, 206 Business writing, 400–423 active voice, 401 appearance, 402–403 audience, 400 conciseness, 402 demographics, 401 goodwill, building, 400 jargon, 401 names and titles, 401 organization, 401 precise terms, 401 proofreading, 401 slang and pop culture terms, 402 854 C Caldera, Louis, 316 Carlson, Ed, 15 Carter, Jimmy, 285 Casperson, Dana, 98 Catholic Church, 220 Caux Round Table Principles for Business, 50 Channel, 9 Channels of communication, 10–13 characteristics, 11 choosing, 14 control, 11 and culture of organization, 12 desired tone of message, 12 454 multiple, 12–13 richness, 11 speed, 11 Charles Schwab, 212 Charts, organizational, 13, 14 Chrysler, 63, 257 Churchill, Winston, 368–369 Cicero, 24 Cisco Systems, 130 Citations, 304–305 restating, 305 Clark, Tyrone M., 262 Clarke, Kenneth, 262 Class, social, 35 Climate, organizational, 119 Co-cultures, 34 Coercion, 367 Cohesiveness, 217–218 855 competition from outside the team, 219 goals, progress towards, 218 goals, shared or compatible, 218 groupthink, 218 interdependence among members, 219 norms or values, shared, 218 team experiences, shared, 210 threat, minimal feelings of, 218–219 Collaboration preferences, 232 College alumni groups, 157 Committees, 16 Communication asynchronous, 11 downward, 13, 15 horizontal, 17 instrumental, 7 lateral. See Communication, horizontal offline, 13 quality, 5 relational, 7 synchronous, 11 upward, 15–17 Communication, nonverbal, 94–107 ambiguity of, 96 appearance, 97–99 attitudes, 96 and career success, 96 characteristics, 95–97 communicative value, 95 conventions, observing, 105–106 cues attending to while listening, 73–74 cues for success, 102 culture-bound, 96–97 856 face and eyes, 99–100 gestures, 101 immediacy, 105 immediacy, self-assessment, 106–107 improving, 104–107 interest in others, 105 personal space and distance, 101–102 physical environment, 102–103 posture and movement, 100–101 power of, 95–96 self-monitoring, 105 standards and race and ethnicity, 34 time, 103–104 types, 97–104 voice, 97 Communication apprehension, 340 Communication principles, 7–8 irreversible, 8 not a panacea, 8 process, 8 strategic, 7–8 unavoidable, 7 Comparisons, 298, 303–304 figurative, 303 literal, 303 Competence, 369 Conclusion of presentation, 270, 285–286, 342 appeal for action, 286 challenge, end with, 286 closing statement, 285–286 closing statement, types, 286 group, 377–378 return to theme of opener, 286 review, 285 857 Condit, Philip, 98 Conflict resolution, 17 tolerance for, international differences, 44–45 Conflict, approaches to, 137–140 accommodation, 139 avoidance, 137–139 choosing, 138 collaboration, 139–140 competition, 139 compromise, 140 negotiation, 140–145 Conflict, negotiation, 140–145 Chinese vs. Western styles, 144 conducting negotiation, 144–145 cultural differences, considering, 143 ends, identifying, 144 ends vs. needs, 143 implementation of solution, 145 interests and needs, checking, 143 lose-lose approach, 140, 142 negotiation style, choosing, 142 preparation for, 142–143 solutions, alternate, 145 solutions, brainstorming, 144–145 statement, preparing, 143 timing, 143 win-lose approach, 140 win-win approach, 142 Conflict causes, 136–137 ego/identity issues, 137 privacy issues, 137 process, 136–137 topic at hand, 136 858 Conflict management, 136–145 self-assessment, 141 Contractions, 334 Corning Glass, 19 Corporation for Public Broadcasting, 231 Cose, Ellis, 52 Council of Fashion Designers, 383 Covey, Stephen, 63, 70 Credibility, 368–370 ability, demonstrating, 369 audience, similarity to, 370 competence, 369 credentials, 369 honesty, 369 impartiality, 369–370 subject knowledge, 369 trust from audience, earning, 369–370 Crisis, 443 Crisis communication, 443–446 evaluation, 446 prevention stage, 443 response stage, 434–446 Criticism, offering and responding to, 124, 126–128 agreeing with criticism, 127 common ground, 127 critic’s right to perception, 127 facts, agreeing with, 127 information, seek more, 126–127 point of view, stating, 128 solution, working for, 128 455 Culture, 32–33 and dominant norms, 32–33 859 high-context, 45–46 learned, 32 low-context, 45–46 Culture, organizational, 12, 33 and communication practices, 33 Customs and behavior, international differences, 41–45 Chinese-Western contrast, 42 conflict, tolerance for, 44–45 dress, styles of, 43–44 formality, 42–43 gender roles, 45 gifts, 43 names and titles, 43 social, 43 socializing and business overlap, 43 time, 44 Cyberbullying, 131 Cyberstalking, 131 D Dale Carnegie & Associates, 342 Daniels, William R., 227 Dare to Serve: How to Drive Superior Results While Serving Others (Bachelder), 208 Deardon, William, 200 Deaver, Dave, 183, 185 Decoding, 9 Deen, Paula, 35 Defensiveness, messages arousing, 122 Delivery of presentation, 325–343 analysis with smartphone, 335 anticipating when you will speak, 328 anxiety, 340–341 860 apologizing, 329 appearance, 329–330 audience and situation, focusing on, 328 authority, 330–331 communication apprehension, 340 completion, 33 confidence, 329, 330–331, 340–343 disfluencies, 336 early conclusion, 33 enthusiasm, 335 enunciation, 334 extemporaneous, 327 eye contact, 331 frequency, 341 group, 378 guidelines for, 329–336 international audience, 330 manuscript, 316 memorized, 316 mistakes, emphasis of, 334 nervousness, 341, 342 notes, 327–328 notes, not looking at, 331 oral-speaking style, 333–334 organization of thought, 329 pauses, 336 pronunciation, 334 rambling, 329 reading, 326 set up, 331 sincerity, 335 sit or stand, 328 standing and moving, 331–333 support viewpoint, 329 861 variation of speech, 336 verbal elements, 333–334 vocabulary, 334 vocal elements, 335–336 volume, 335–336 Delk, Tony, 71 Dell Computer, 354 Demographics, 258–259 age, 259 cultural background, 259 economic status, 259 seniors, 262 Department of Homeland Security, 38 Department of Labor, 38 DeSilva, Gina, 156 Deukmejian, George, 284 Dewey, John, 451 Dietrich, Marlene, 383 Dignity affirming, 118–119 workplace, 118–119 Dilbert, 15, 104 Disabilities, 38–39 asking about, 39 disclosing status in an interview, 40 percent of workforce, 38 service animals, 39 tips for communication with persons with, 39 Discussions, guided, 325 Disfluencies, 91, 336 Disney, 354 Dissimilation, 13 Diversity of voices, 220 862 in workplace, 31–32 Diversity, communication across, 50–52 behavior, adapting, 51 condescension, 52 constructive attitudes, 51 cultural literacy, 51 dialogue, creating, 52 Diversity, cultural, fundamental dimensions, 45–49 cultural values in selected countries, 47 future orientation, 49 individualism, 48 low-context vs. high-context, 45–46 masculinity, 48–49 power distance, 48 uncertainty avoidance, 48 Diversity, international, 41–49 customs and behavior, 41–45 formality, 42–43 Diversity, societal, 33–41 disabilities, 38–39 generations, 35–37 military veterans, 41 race and ethnicity, 34 regional, 37–38 sex and gender, 39–41 social class, 35 Diversity and ethics, 49–50 Caux Round Table Principles for Business, 50 respo

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