管理沟通教案

千里之行，始于足下让知识带有温度。第第2页/共2页精品文档推荐管理沟通教案管理名著导读双语课《管理的实践》

教案

工商管理学院

工商管理教研室

王桐

名目

一、教学目的与要求(2)

二、教案体系(2)

三、教案内容(3)

Chapter2.CommunicatinginTeams:Collaboration,Listening,Nonverbal,andMeetingSkills(8)

Chapter3.CommunicatingInterculturally(12)

Chapter4.PlanningBusinessMessages(15)

Chapter5.listeningBusinessMessages.(20)

Chapter6.CompletingBusinessMessages(24)

Chapter7．WritingBusinessReportsandProposals(26)

Chapter8．Businessetiquettes(27)

Chapter9.GivingSpeechesandOralPresentations.(32)

Chapter10.WritingRésumésandApplicationLetters(35)

Chapter11.InterviewingforEmploymentandFollowingUp(38)

四．教学课时分配表(40)

五.参考书目：(41)

《管理交流》教案

一、教学目的与要求

无论你挑选何种职业，优秀的交流能力都是事业胜利的一个关键因素。一位专业人士拥有很好的交流能力，其背后是把握许多各种的交流技巧。本课的目标在于提高你在以下方面的能力：

?在给定随意一个的状况和媒体时都能为某一信息的传扬设计出一个有效的交流策略。

?行文清楚、简明并且有说服力。

?建立能给人深刻印象的规范演示，并自信、沉着地传递信息。

?发送和接收有益于你的或者其他人的交流的反馈。

?理解地聆听。

?在小组或团队中高效率地工作。

?理解并处理你和其他来自不同文化的同伴之间的分歧。

提高交流能力是一个学习－实践－批判－评估，然后再学习的持续的过程。这个过程应不断地坚持下去，甚至在课程结束以后也不要停止！

二、教案体系

囫囵教案的编排是遵循理论+技能技巧+实践的原则编排的，包括以下三大部分。

一是管理交流的理论学问，主要分析管理交流的内涵、实质、要素、过程、网络、管理交流障碍以及管理交流与管理模式的关系；

二是管理交流的基本技巧与技能，主要分析管理交流中的面谈、谈判、会议、演讲和调查等技巧；

三是管理交流实务，主要分析如何应用管理交流的理论学问与技能分析、解决实际的管理交流问题。

三、教案内容

I.FOUNDATIONSOFBUSINESSCOMMUNICATION.

教学案例

CHAPTER1CASE

COMMUNICATIONCLOSE-UPATSIXAPART

Manypeopletransformpersonalinterestsintosuccessfulbusinessenterprises,usingtheirhobbiestostartawidevarietyofbusinesses.MenaTrottusedherhobbytohelpstartarevolution.Shewasamongthefirstwaveofwebuserstokeepaweblog,orblog,anonlinejournalthatcancoveranytopicfrompoliticstopets.Asthepopularityofherbloggrew,therudimentarybloggingtoolsavailableatthetimecouldn’tkeepup.Trottandherhusband,Ben,decidedtocreatetheirownsoftwarethatwouldhandlehigh-volumeblogging—andmakeiteasyforanyonetoblog.

TheTrotts’firstproduct,MovableType,caughtonquicklyaswebusersaroundtheworldwelcomedtheopportunitytobecomeinstantonlinepublishers.Beforelong,BenandMenabecomefirst-namecelebritiesinthe“blogosphere,”andaneffortthathadstartedasanextensionofahobbysoongrewintoamultinationalbusiness.(TheTrottsnamedtheirnewcompanySixApartinhonorofthefactthatthetwoofthemwerebornjustsixdaysapart.)

WithhelpfromcompaniessuchasSixApart,bloggersbegantoinfluencetheworldsofpoliticsandjournalism—andbusiness.Thebestofthesebusinessblogsteardownthebarriersthatcanmakecompaniesseemimpersonalorunresponsive.CompaniesrangingfromBoeingtoGeneralMotorstoMicrosoftnowuseblogstoputahumanfaceoncommercialorganizations,andmillionsofpeopleread

theseblogstokeepuponthelatestnewsabouttheproductsandcompaniesthatinterestthem.

Bloggingischangingsorapidlythatit’shardtopredictwhatthefutureholdsforSixApart,butTrottsummeduptheimpactofbloggingwhenshesaid,”Ican’timaginewherewe’llbeinayear,letalonefiveyears,butI’mcertainwebloggingisheretostay.”CorporateCase

CentrexComputersIncorporatedisasmallsoftwaredesigncompanyspecializingincustomizedprogramming.Centrexhasonlyfiveemployees,includingitspresidentandvicepresident/chieffinancialofficer.OnAugust1,1999,thepresidentmadeabidonacontracttodesignsoftwarefortheInitiativesInstitute.Theinstituterequired100copies

ofthesoftwareonCD-ROMtobeginitsworkforcereentrytrainingcourseonOctober1,1999.TheInitiativesInstitutetoldCentrexitwouldhavetoconfirmthesoftware’sdeliverydatebeforethecontractwouldbefinalized.

Throughoutthenextday,thepresidentandvicepresidenttalkedaboutthedesignandproductionschedulewhileworkingonotherprojects.Thepresidentwasawarethattheinstitute’sstaffneededtoknowhowthesoftwareworkedbeforethetrainingcoursebegan.HesuggestedtheCD-ROMsshouldbedeliveredonSeptember15.Customerservicereflectedonboththecompany’sandthepresident’sreputation.Thevicepresidentexpressedconcernthatthestaffneededmoretimetomakesurethatthesoftwarewouldbeerrorfree.HissuggesteddeliverydatewasSeptember22.Theybothagreedtoreviewtheseconcernsandtalkaboutthescheduleatalatermeeting.

Othercommitmentspreventedthemeetingfromtakingplace.WhentheInitiativeInstituteinsistedonadeliverydate,Centrex’spresidentcommittedhisstafftoprovidingtheCD-ROMsbySeptember15.Theinstituteagreedtothisandfinalizedthecontract.Thepresidentimmediatelyletthevicepresidentknowaboutthisnewdevelopment.However,thevicepresidentarguedthatthesoftwaredesignwouldneedmoretimeandcarefullyexplainedallthenecessarystagesoftheprocess.Thepresidenteventuallyagreedthat,evenwithreasonableovertime,theearliestpossibledeliverydatewouldbeSeptember20.

Sincethepresidenthadconfirmedtheearlierdate,itwashisresponsibilitytoinformtheInitiativesInstituteoftheproblemandattempttofindasolution.

QuestionsandApplications

1.WhatbarrierstocommunicationmayhavecontributedtotheproblemCentrexnowfaces?

2.HowwouldyouexpecttheInitiativesInstitutetoreacttothisdevelopment?Whatcommunicationbarrierscouldthisnewinformationcausetomaketheproblem

worse?

3.IdentifytheethicalconcernsthatCentrex’spresidentshouldbeawareofwhenlookingforanappropriatesolutiontothisproblem.

DiversityCase

OnthethirddayofhisnewjobasadietechnicianforGrangerBoringandMilling,PawelSoszeiwasaskedtoreporttohissupervisorforadisciplinaryreview.Pawelreportedasrequested,hopingsomeonewouldlistentohisconcernsaboutjobsafety.

HissupervisorexplainedthatPawel’scertificatesfromhisnativecountry

appearedinorderandreflectedahighlevelofexpertise.However,theydidnotreflecthispoorworkhabits.ThesupervisorreadfromhisnotesthatonthreeseparateoccasionsPawelhadnotrecalibratedspecificgrindingequipmentasinstructed.

Pawelrespondedbyproducinghisemployeewelcomepackagethatexplainedhis

dutiesandofferedworkplaceorientation.Heexplainedthathefullyintendedtoreportthecompanytotheappropriateauthoritiesaboutitsunsafeworkingconditions.Puzzled,thesupervisorthenreadthroughtheentirepackagebutcouldfindnothingthatposedathreattoemployees’safety.Curious,heaskedPaweltoexplainwherehegottheideathathisdutiesplacedhimindanger.

Pawelreadthroughthepresident’swelcomememountilhefoundtheevidenceheneeded.Hereadaloudthepresident’ssuggestionthatnewemployeeswhowishedtobesuccessfulshould“keeptheirnosetothegrindstone”andworkhardasamemberofthe

Grangerteam.Pawelwentontoexplainhowthiscouldbeverydangerousandthatherefusedtodoanythingthatwasunsafe.Healsoindicatedthathenolongerwishedtobeemployedthere.

Thesupervisorrealizedthataseriousmisunderstandinghadoccurred.HeaskedPaweltotakeaseatwhilehedeterminedthebestwaytoresolvetheissueandkeepavaluableemployee.

QuestionsandApplications

1.WhatisthesourceofthemisunderstandingbetweenPawelandhissupervisor?

2.Howwouldyouresolvethisissueifyouwerethesupervisor?Whatcultural

influenceswouldyouneedtoconsiderinyourresolution?

3.Whatsuggestionswouldyouoffertothecompanythatcouldhelppreventsimilar？

团队交流的进一步阅读案例材料

Chapter2CorporateCase

RobertQuinnisoneofateamofcommunicationsemployeesatVirtuosoSoftwareEngineering,LimitedinToronto.Heisresponsibleforwritingpersuasivesaleslettersandotherpromotionalmaterialencouragingbusinessandindustrytopurchasecustomizedon-linetrainingprograms.

Robertadmitsthatoneofthemostchallengingaspectsofhisworkinvolves

draftingdetailedsaleslettersforcompanieswithinhighlyspecificmarkets.Heknowsthatcredibilityandmakingastrongconnectionwithhisaudiencearetwovitalfactorsinthesuccessofhisletters.OftentheseuniquecompaniespresentachallengebecauseRobertlacksfamiliaritywiththeirfieldsofexpertiseortheirspecificbusinesspractices.Fortunately,VirtuosoSoftwareEngineeringhasestablishedanextensivenetwork

ofconsultantsandspecialistsindevelopingitstrainingmaterials.Robert,andtheothersonhisteam,oftenhirethesespecialiststoprovideneededbackgroundinformationaboutaparticularbusinessorindustry.

OneofthefirstquestionsRobertaddressesistheleveloftechnicallanguage

involvedinhisaudience’sworkenvironment.Consultingtheappropriatespecialistallowshimtostrengthenhisconnectionandhiscredibilitywithaccurateandspecificterminology.Next,Robertasksthespecialisttodescribevariousaspectsoftheworkenvironmentsuchasdeadlinesandwhetherornothisaudienceperformstheirtasksinstages.Otherconsiderationsincludetheeducationlevelandlearningcurvethattheworkinvolves.InformationofthissorthelpsRobertdecidehowtoarrangeandexpresshisideaseffectively.VirtuosoSoftwareEngineering’snetworkofconsultantsandspecialistsareoneofRobert’smostvaluableresourcesbecauseitprovideshimwithaclearperspective.Thisperspectivepermitshimtofocusonthespecificinformationneededtocommunicatehismessagethatmightotherwisetakedaystolocatewithfarlesscertainty.QuestionsandApplications

1.WhichcommunicationbarriersbetweenpeopleisRobertbetterabletoovercomebyhiringspecialistsandconsultantswhendraftinghissalesletters?Whichcommunication

barrierswithinorganizationsdoconsultantshelpovercome?

2.WhatadvantagedoesRoberthavewhenlisteningtothespecialistheconsults?ExplainwhyitistoRobert’sadvantagetodevelophislisteningskillsinthesesituations?

3.SuggestwhyRobertasksspecialiststodescribevariousaspectsoftheworkenvironmentwhenhedraftsmessagestounfamiliaraudiences.

Onthejob:FacingaCommunicationDilemmaatTargetStores.

1)UnderstandingtheImportanceofCommunicatingAcrossCultures.

2)ImprovingInterculturalSensitivity.

3)ImprovingCommunicationAcrossCultures.

4)Onthejob:SolvingaCommunicationDilemmaatTargetStores.

Theimportantandhardpart:

ImprovingInterculturalSensitivity.

ImprovingCommunicationAcrossCultures.

DiversityCase1

WhenCooperativeMutualInsurancewasforcedtodownsizeitsaccountingdepartmentin1998,FrankSilvareluctantlyacceptedanearlyretirementpackage.Heenjoyedthesocialaspectofgoingtoworkeachdayand,at51,stillfelthehadsomethingtocontributetotheworkforce.

JerryHass,anewlyestablishedindependentbrokerwhodealtwithCooperativeMutual,askedFrankifhewouldliketomanageJerry’sbookkeepingandclienteleportfoliospart-time.JerryfeltthatFrank’syearsofexperiencewouldbeadefiniteassetthatwouldhelphisbusinessgrow.Frankreadilyagreed.

Frankreportedforworkandwasintroducedtothereceptionistandtheadministrativeclerk.Jerryshowedhimhisdeskandthefileshewouldneedtomanagetheaccounts.ThenJerryexplainedthatFrankwouldneedtodownloaddailymutualfundvaluesandusetheinformationtopreparereportsthatJerrywouldusewhentalkingtohis

clients.

Frankexplainedthathehadneverusedacomputerinhispreviousjob.Thatsort

ofworkwasalwaysgiventoyoungeremployeeswhoknowtheirwayaroundtheInternet.Frankaskedifhecouldsimplygetthevaluesfromthelocalnewspaper.JerryexplainedthatthosenumbersmightalreadybeoutofdateandthattheInternetWebsitescontainedmoreusefulinformation.FrankthenaskedwhetherJerry’sadministrativeclerkwouldbeabletogettheinformationmoreeasily.Jerryagreedthattheclerkmightgettheinformationmorequickly,butshewouldnotbeabletointerprettrendsthesamewaythatFrankwould.

JerryaskedFranktojoinhimatthecomputerandshowedhimhowtologonto

theInternetandactivatetheWebbrowser.FrankwasconfusedwhenJerryaskedhimforthenameofhisfavouritehockeyteam.HehadevenmorequestionswhentheofficialMontrealCanadiensWebsiteappearedonthebrowser.JerryinvitedFranktoexploretheWebsiteforaslongashewantedtoteachhimselfhowtheInternetworked.HetoldFrankthatthenextdaytheywouldvisitthemutualfundWebsites.

QuestionsandApplications

1.InwhatwaysdidJerryshowthathedidnotassumethatFrank’sagewasanobstacletounderstandinganewconcept?

DiversityCase2

JanetKellmanhadbeenworkingasadocumentationspecialistatDynamic

Communicationsforthreeyears.Managementhadfrequentlypraisedherworkforitsinnovationandimagination,aswellasforitstechnicalprecision.Janetwasunderstandablyupsetwhenshelearnedthatmanagementhaddeclinedherapplicationforherdepartment’steamsupervisorposition.ThepositionhadbeengiventoMarkFrye,oneofhercolleagueswhowashiredonly10monthsbefore.

Janetvisitedhermanager,JohnTrebert,andprivatelyaskedwhyherapplication

hadbeenturneddown.SheremindedJohnthathehadwrittenmanyoftheglowingcommentsaboutherwork.Furthermore,bothJohnandtheformerteamsupervisorhadconsultedherwhenreviewingMark’sperformanceandthequalityofhiswork.Lastly,JanetremindedJohnthatshehadcollaboratedwithMarkonmanyprojectsandoftenprovidedhimwithguidanceanddirection,especiallywhendeadlineswereaseriousissue.

JohnrepliedthatJanetwasoneofthebestcommunicationsspecialistsonstaff,

butshedidnothavetheappropriateskillsneededforlow-levelmanagement.JanetinsistedthatJohnexplainwhathemeant.Whichspecificskillswereneeded?Howweretheyevaluated?

JohnaskedJanettocalmdown.Janetrepliedthatshewasnotangry;shesimply

feltshehadarighttoappealthedecision.Johnthentoldherthatherwrittenworkwassuperb.However,heroralcommunicationskillsdidnotseemtobeaswelldeveloped.Duringmeetingssheappearedunfocused,askingquestionsaboutthestaff’sreactionstodeadlinesandjobassignmentsthat,asfarashewasconcerned,wereirrelevant.Agoodmanager,Johnexplained,hastofocusontheresultstoensurethatthestaffgetsthejobdoneontime.

Janetsaidthat,inheropinion,amanagerofacommunicationscompany,ofallpeople,shouldunderstandtheimportanceofthecontextandthestaff’sframeofreference

abouttheirassignments.Staffreactionswerethekeytomotivatingthemtoworktoadeadline.Johnrepliedthat,intheend,itwasinformation,notfeelings,thatmatteredtotheclients.Janetnoddedandreturnedtoheroffice.

Laterthatday,JohnreceivedamemoexplainingthatJanetwouldbetendering

herresignationinordertostartworkingasafreelancespecialist.

QuestionsandApplications

1.WhymightJohnTrebertviewJanet’smanagementskillsas“powerlesslanguage”?

2.DiscussJanet’sattemptstomotivatethestaffbyestablishingconnectionsintermsofthedifferencesbetween“reporttalk”and“rapporttalk.”

II.THETHREE-STEPWRITINGPROCESS.

Chapter4.PlanningBusinessMessages.

Onthejob:FacingaCommunicationDilemmaatHomeDepot.

1)UnderstandingtheThree-StepWritingProcess.

2)AnalyzingYourPurposeandAudience.

3)InvestigatingNecessaryInformation.

4)AdaptingYourMessagetoServeYourAudienceandPurpose.

Onthejob:SolvingaCommunicationDilemmaatHomeDepot.

老师姓名:计6学

时

Theimportantandhardparts:

UnderstandingtheThree-StepWritingProcess.

AnalyzingYourPurposeandAudience.

AdaptingYourMessagetoServeYourAudienceandPurpose.

CHAPTER4

CorporateCase

UniversalSystems,aToronto-basedautomatedtechnologyfirm,purchasedParisTechnologies,Incorporatedinthefallof1998.ThesmallParis,OntarioplantwasreorganizedsothatitsstaffcouldworkcloselywiththenewparentcompanyinToronto.Universal’sprojectcoordinator,GerhardWeicke,metwithhisPariscounterpart,

SusanNorris,tooutlinetheproposedchangesthatwouldbeneeded.GerhardexplainedthattheParisplantwouldneedtoupdateitscommunicationssystemtoincludeaccesstotheInternet.InternetaccesswouldallowtheParisstafftoteleconferencewiththestaffinToronto.Gerhard’sproposalinvolvedthepurchaseofasinglemainframecomputerthatwouldbeusedasanInternetnetworkserver.ThisserverwouldbelocatedinTorontoandwouldbedividedintotwosections,oneforUniversalSystemsandoneforParisTechnologies.Sharingthemainframewouldmeaneachcompanycouldworkindependentlyasneeded,orsharecommonsoftwareprogramswhenbothcompaniescollaboratedonjointprojects.Thesharedmainframewouldalsocontainanindependente-mailaccountforeachcompany’smanagementstaff.Susanexaminedtheproposalcarefully.HermainconcernwasthattheParisplantwouldneedtologontotheTorontomainframetouseanycomputerassisteddesign(CAD)softwareitneededforitslocalprojects.EventhespreadsheetsandwordprocessingsoftwarewouldrequireInternetaccessinorderforthemtobeusedinParis.SheaskedGerhardifitmightbemoresensibletoletParisTechnologieshaveitsownseparatemainframe.

GerhardrepliedthatthedividedmainframeinTorontowouldavoidunnecessaryduplication.Inaddition,UniversalSystemswouldsavejustover$2millionbynotbuyingasecondmainframeandseparatecopiesofthesharedsoftwareprograms.SusanagreedwithGerhard’sreasonsandbeganschedulingInternetande-mailtrainingseminarsfortheParisstaff.

QuestionsandApplications

1.Whatarethesomeoftheadvantagesofusinge-mailandtheInternettocollaborate

onprojectsinGerhard’sproposal?

2.WhatdisadvantagestousingcommunicationstechnologyarereflectedinSusan’smainconcernaboutthisproposal?

DiversityCase

TereseDoreashadattendedajobfairafewmonthsbeforeobtaininghercollegediplomainmarketing.ShehadspokenwitharecruitingofficerforHayes-LaDouceurMarketingConsultantsIncorporatedwhosuggestedthatshewouldbeavaluableadditiontothecompany.Therecruitingofficerwasveryimpressedwithherwrittenandoralcommunicationskills.Tereseacceptedthecompany’sjoboffershortlyaftergraduation.Teresereceivedoneawardandtwocommendationsforreportsshewrotewithin

herfirstyearwiththecompany.However,ashortwhilelater,Teresesufferedseriousinjuriesinacaraccident.Theextentofherinjuriesmeantthatshewouldneedregular

physiotherapyandassistivedevicestoaidhermobility.Tocopewiththesechanges,shewouldalsohavetohaveherhomeadaptedforthedevices.

Hayes-Ladouceurwasverysupportiveduringthisdifficulttime.Management

assuredherthat,ifshewantedto,shecouldstayonwiththecompany.Theproblemwasfindingthebestwaytomakethatpossible.Teresepointedoutthatherhomecomputercouldsupportthesamecommunicationstechnologythatsheusedforwritingherreportsattheoffice.SheexplainedthattheInternetwouldallowhertotelecommute.

Hayes-Ladouceurwouldnotneedtochangeitsofficelayouttoaccommodateherwheelchair;herhomehadalreadyundergoneallthenecessarychanges.Tereseexplainedthatgettingbacktoworkwasherfirstpriority.Ifshecouldworkfromherhome,shecouldsetherowntimetableaslongasshemetthereportdeadlines.IfHayes-Ladouceurwouldbewillingtoallowherthatkindofflexibility,herworktimetableandherphysiotherapyschedulewouldnotinterferewitheachother.

Hayes-LadouceurimmediatelyarrangedtoinstallallthesoftwareTereseneeded

onherhomecomputer.Thecompanyprovidedherwithothercommunicationstechnologythatwouldallowhertotelecommuteassoonasshewasready.

QuestionsandApplications

1.BrieflydescribetheadvantagesbothTereseandHayes-LadouceurMarketinggainbyadoptingthissolution.

2.RefertothediscussionoftelecommutinginChapter4ofthetextbook.WhattelematicapplicationswouldyouprovideforTeresetomakeitpossibleforhertotelecommuteefficiently?

Chapter6.CompletingBusinessMessages.

Onthejob:FacingaCommunicationDilemmaatMcDonald's.

1)MovingBeyondYourFirstDraft.

2)RevisingYourMessage.ProducingYourMessage.

3)UseTechnologytoProduceandDistributeYourMessages.

4)ProofreadingYourMessage.

Onthejob:SolvingaCommunicationDilemmaatMcDonald's.

Whatisimportant:

RevisingYourMessage.ProducingYourMessage.

CorporateCase

ArcherWEBCraftLimitedpromotesitscommercialWebsitedesignservicesby

emphasizingelectronicdesignelementsthatareconsistentwiththeirclients’printedmaterials.Archer’sclientssaytheyenjoytheaddedbenefitofimmediaterecognitionwiththefamiliar“look”associatedwiththeirletters,shareholderreports,catalogues,andnewsletters.

“HypertextontheWorldWideWebiselectronicallyenhancedwordprocessing,”

saysArcher’sseniorpartner,SylviaStevens.“ThesamecharacteristicsthatmakeaWebsitevisuallyappealing,inviting,andcoherentcanbereproducedinprintdocumentsusingmanystandardwordprocessingoptions.”

ArcherWEBCraftbeginsbyanalyzingitsclient’sprintdocuments.Thefirststep,accordingtoMs.Stevens,istoclarifythecentralmessageofthedocumentanddeterminewhatexampleswillcommunicatethatmessageeffectively.NextStevensandherclientaddresstheissuesofcolourandgraphicsthatwilldrawacustomer’sattention.Thentheyconsiderwhichpartsofthetextshouldbeenhancedforemphasisandfaster,accuratedecoding.Finallytheydecidewhichspecificformattouseforenhancingthetext.

“AWebpageshoulddeliveritsmessagequicklyandcoherently,”Ms.Stevensexplains.“Thereisnoreasonwhyaprintedletterorflyershouldn’tachievethesame

results.”Sheaddsthat,foreverydesignelementthatenhancestext,thereareHTMLcodesthatcanreproducethesamedocumentinelectronicform.Acompany’shomepagecancontainanimatedgraphicstocaptureattention.Ifthedesignofaclient’sprintdocumentsisenhanced,thecompany’sWebsitecancontainpagesdisplayingthesamepersuasiveletterscustomerstraditionallyreceiveinthemail.Thisensuresaconsistentimage,uniformdelivery,reducedmailingcosts,andpotentialaccesstolargercustomerbases.

QuestionsandApplications

1.IdentifythedesignelementsMs.Stevensreferstoinherdiscussionoftextenhancementtopromotevisualappealandfasterdecoding.

2.Ms.Stevenssuggeststhataconsistent“look”canbeachievedbyelectronicallyenhancingthedesignelementsthatfirstappearinatraditionalprinteddocument.Discussthisapproachintermsofcomposingprototypes.

DiversityCase

MariaDiMarcoandAssociates,Inc.providesfinancialinvestmentcounsellingforprofessionalwomen.Thecompany’smarketresearchidentifiedahighlyspecializedtargetaudiencewithuniqueconcernsandneeds.

Thefirm’smarketingphilosophyisbasedonMaria’sobservationthatfinanceandinvestmenthavetraditionallybeenmale-dominatedindustries.However,aswomenhaveestablishedthemselvesintheworkplace,theyhavealsoneededtofacethechallengeofefficientlyandeffectivelymanagingtheirpersonalfinances.

Mariaandherassociatesarequiteawareofthediversecommunicationstylesthat

canexistbetweengenders.Thisawarenessisaguidinginfluencewhentheypreparepromotionalmaterialssuchasletters,brochures,andreportsfortheirclientele.Theyrealizethatexamples,illustrations,andstatisticalevidenceplayaverylargeroleinpersuadingpotentialclientstotakeadvantageoftheirinvestmentcounsellingservices.Intermsofgendercommunicationstyles,Mariasuggeststhatmengenerallytend

tofocusonnumbersandstatisticsandthestatusassociatedwiththem.Shehasobservedthat,inheropinion,womentendtofocusmoreoftenonthechoicesanddecisionsthattheirfinancialsituationsoffer.

Therefore,Mariacautionsherassociatestocombinestatisticaldatawithexamples

ofsuccessfulclients.Theseexamplesdescribehowclientshavesuccessfullymanagedtheirfinancestoenhancetheirlifestyleandfurthertheircareer.Shefeelsthatthestatisticalevidenceplaysasecondaryroletotheseexamples.Thespecificexamplescreateaclearpicturethatmakesanimpressiononhercompany’stargetaudience.QuestionsandApplications

1.Refertothediscussionoffactsandfiguresintable6.1ofthetextbook.IdentifythreeguidelinesthatMariaDiMarcoandAssociates,Inc.couldusetoreinforcethesecondaryrolestatisticalevidenceplaysinbuildingbusinessdocumentsforitstargetaudience.

2.Explaintheimportanceofusingexamplesthataccuratelyreflectthebroadersituationwhendiscussingfinancialinvestments?

III.LETTERS,MEMOS,E-MAIL,ANDOTHERBRIEFMESSAGES.

IV.REPORTSANDORALPRESENTATIONS.

Chapter7．WritingBusinessReportsandProposals.

Onthejob:FacingaCommunicationDilemmaatFedEx.

1)OrganizingBusinessReportsandProposals.

2)OrganizingVisualAidsforBusinessReports.

3)ComposingBusinessReportsandProposals.

Onthejob:SolvingaCommunicationDilemmaatFedEx.CorporateCase1

AndreaCarsdenmanagesthecustomerrelationsdepartmentatPrismaticSoftwareinHamilton,Ontario.PrismaticSoftwaredesignsandmanufacturesrecreationalsoftware,games,andinteractiveeducationprograms