By Cheryl Hamilton
This best-selling textual content will express you the elemental ideas and strategies you want to effectively speak in today's enterprise global, despite your present point of industrial adventure. masking each point of the communique procedure, speaking FOR effects: A advisor FOR enterprise AND THE PROFESSIONS, 9e, provides you with a aggressive side in any enterprise situation-from the preliminary interview to creating expert displays (complete with expert visible aids) to assuming a management position. moreover, you'll locate on-line movies of universal specialist eventualities paired with the recommendations from the textual content offer you a practical glimpse into the company international. speaking FOR effects: A advisor FOR company AND THE PROFESSIONS, 9e is your chance to work out how idea interprets into useful action--and how that wisdom may also help you enhance your likelihood of profession good fortune!
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Additional resources for Communicating for Results: A Guide for Business and the Professions (9th Edition)
All employees, however, make decisions daily—such as how to charge time or how to use company assets—and can create ethical problems with poor decisions. For that reason, an effective ethics communications program must address the entire spectrum of employees in an intrusive, continuous manner, starting immediately after hiring. (para. 4) As an employee, watch out for the following ethics traps that tempt business and professional communicators regularly (Bell, 1991, p. 68): • The trap of necessity.
A recent study found that employees are 6 times more likely to stay with a company they believe to be ethical (Smith, 2000). 3. Unethical behavior weighs heavily on your conscience; it’s difficult to feel good about yourself. Chapter 1 and this section on ethics end by asking you to think about your own personal ethics code. If you wait until an ethical problem arises to consider where you stand on ethical issues, you may not be prepared to handle the situation. Dennis Gioia (1992) was a young executive at Ford when ethical problems occurred involving the Pinto automobile.
An operator replied, “Not really. ” The operators had never been told that the information not only reported the company’s cash flow position but was used the next morning as the basis for short-term investments. Not having that information . . had resulted in the company’s losing millions of dollars of investment potential over the years. (Bradford & Cohen, 1984, p. 122) Ideally, downward communication from managers should include such things as job instructions, job rationale (why a specific task is important and how it relates to other tasks in the organization), policy and procedures, employee performance appraisals, and motivational appeals (Katz & Kahn, 1966, p.