Reflective Journal Part B Essay Example

Reflective Journal Part B

ed). For example, most political speeches like the State of the Nation address in the United States use both persuasive and informative elements in their presentations. ^st ed). For instance, in training and education, informative presentations are used to convey the relevant and necessary information to the audience. However, persuasive presentations are meant to influence a particular thinking, feeling or decision from the audience. For instance, advertisements are a form of persuasive presentation. Further, it should be noted that a presentation may include both informative and persuasive elements (Management Communication, 1^stThe difference between an informative presentation and a persuasive presentation is that an informative presentation seeks to offer knowledge, information and understanding on a particular issue while a persuasive presentation seeks to appeal and implore on the audience to take a position on an issue. The main purpose of an informative presentation is to offer facts and information in an accurate way (Management Communication, 1

ed). In fact, people often choose the path of the group or peer leaders, especially when the available information is scanty. While I may not be susceptible to the principle of consensus, I must admit that in some instances, I follow the lead. If all people are using a product or a service, I believe that it is good. ^stI believe that the principle of consensus does not work all the time, but in most cases, it works. For instance, in a group or among peers, when one member gives a positive testimonial on a product or service, it is highly likely that their peers will be influenced and convinced to make purchases of the product or service (Management Communication, 1

ed). However, deterrence is about persuading an audience never to start doing what they have never done. For example, some people have never used illicit drugs and it would be easier to convince them before they start never to engage in such actions.^stI believe that the more difficult challenge between discontinuance and deterrence is discontinuance. When one speaks on persuading its audience to stop doing an act that they have been doing, for instance, taking illicit drugs, it is more difficult for them because of the withdrawal syndrome and the level of addiction Management (Communication, 1

ed). For instance, when a speaker persuades through brainwashing, coercion, or torture, then persuasion becomes unethical in the final analysis. Ethical persuasion calls on speakers to treat others with respect, understanding and fairness so that they understand the message. Therefore, propaganda and rhetoric are unethical components when used as forms of persuasion.^stPersuasion cannot be ethical in most cases especially if it is for the purposes of individual gain at the expense of others or if one seeks to gain because of the ignorance or lack of knowledge by his or her audience (Management Communication, 1

Wingard, H. (n.d) “Elevator Speech Samples; Sample 2. Accessed from

http://greatstartforkids.org/sites/default/files/file/Holly%20Wingard%20Elevator%20Speeches_V01_2010_02_01.pdf

Strengths of the speech

The speech is precise to the point and offers fallback position by saying what the Parent Coalition is and what they do. Secondly, the speech is brief and can be said in less than sixty seconds. Thirdly, the speech offers facts on the kind of capacities that the coalition has and their main purpose (Wingard 1).

Weaknesses

It is wordy and may require further filtration. Secondly, it does not have softeners or offer the audience the opportunity to respond because there is no silence in the presentation.

I believe that it enhances my understanding of communication with the perspective that nonverbal communication entails that communication that is not verbal. We know that nonverbal communication has features that include being fluid, fast, and can replace or supplement verbal communication among others (Martin 1). In the speech, the speaker makes the presentation verbal; highlighting the fact that verbal communication is different from nonverbal communication and may relay ideas more explicitly than nonverbal which represents ideas in an underlying manner. Further, there are no suggestions from the reading that the speaker made some gestures or any form of nonverbal communication though, we know that nonverbal communication is so fluid and fast that the audience gets to know more about the presentation before it starts.

The assumptions in the reading are primary underlying as opposed to explicit about nonverbal communication. For instance, one cannot assess the circumstances under which the speaker was making the presentation. The elevator speech offered here does not explicitly offer the audience an opportunity to assess the veracity of the statements and their factual basis (Martin 1).

ed). Imperatively, they should have a crisis communication plan so that they can address probable challenges. A crisis communication plan is a document that arranges the information based on people’s duties and lines of communication before such an event occurs. When a plan is in place, everyone knows their duties and responsibilities when an emergency occurs. Therefore, it is possible to achieve effective and swift response to the crisis when people understand their roles and duties. For example, the plan will entail having team members, their designated spokesperson, meeting place and relevant media procedures. The team must consist of people with the capacity to make decisions, execute these actions, and provide necessary expertise and education in different areas. ^stWhen people fail to understand what to do in a crisis situation, they lose or ignore valuable information. They fail to use the information since they do not have a communication plan or framework and results in a communication crisis (Management Communication, 1

ed). Self-disclosure offers one an opportunity to nurture intimate working relationship with co-workers as they share their personal and intimate information with each other. As posited by Lynn Offermann and Lisa Rosh, colleagues can work effectively based on the intimacy and trust levels that they have in each other and their leaders (Offermann & Rosh 1). The two authors state that when a colleague or leader reveals their motives and intentions, values and emotion, they enhance their liking and intimacy among their teams. Further, leaders who make authentic self-disclosure to their followers can improve their trust and create increased cooperation and teamwork (Offermann & Rosh 1). Therefore, I believe that self-disclosure in a business setting enhance efficacy and efficiency in business settings. However, when used in the wrong way, self-disclosure has the potential to backfire and thus one must ensure that they understand the fine line in self-disclosure. ^stCommunication is a critical component of any business setting and self-disclosure allows one to nurture trust and reciprocity in a company. I think that without self-disclosure, especially by an executive or leaders in an organization it would be difficult to earn trust, respect, and the ability for one to get information from colleagues in their workplace environment (Management Communication, 1

ed). Secondly, face-saving strategies create credibility and distinguish the message from the person. Using face-saving strategies, one can raise the issue but preserve a supportive environment and create room for problem-solving and constructive discussions. Further, face-saving approaches allow us to minimise or prevent power struggles and personalisation of issues. Empathic listening enables one to listen to both the implied and literal meanings in a message and the opportunity to build relationships and handle conflicts in a more constructive manner. ^stConflict at the workplace and in life is a normal occurrence because of its characteristics. Therefore, I believe that the most effective conflict management strategies are defensive and supportive communication, face-detracting and face-saving, and empathy. Defensive strategy allows one to control and evaluate the situation before they can make some judgments while supportive strategy enables one to focus on the issues and not personalities. Imperatively, when we face judgment or criticism, this strategy allows us to focus on the points and not the person and thus keep the conversation professional and supportive (Management Communication, 1

ed).The use of the framework allows employees to participate in key decision-making aspects in an organisation, especially in startups. For example, as a manager with the responsibility of managing a dozen employees, using the theory allows me to have job rotation schemes, and develop their skills. Further, as a small organisation, the use of theory Z will enhance their loyalty to the business. I believe that in implementing this theory, the employees will gain trust and execute their responsibilities in an excellent manner. For instance, I can trust them in making decisions on several operations within their areas of specialisation like the procurement of goods or preparation of invoices. As a manager, theory Z allows me to meet their needs, not just at the basic level, but higher levels like safety, self-esteem, acceptance, achievement, and at the top level; self-actualization through activities like training, promotion, and vacations. ^stEmployees work so as to satisfy their various needs as depicted by the Maslow’s hierarchy of needs framework. Imperatively, managers must adopt an effective management style that will enable the employees to contribute positively to the overall goals in an organisation. It follows that the best management style that I can adopt as a manager is theory Z. Theory Z is a balance between the two extremes, theories X and Y and combines the management style from both high and low-context cultures (Management Communication, 1

Works Cited

Wingard, Holly. “Elevator Speech Samples” Web 2010. Accessed on June 29, 2017, from

http://greatstartforkids.org/sites/default/files/file/Holly%20Wingard%20Elevator%20Speeches_V01_2010_02_01.pdf

Martin, Steve, W. “Win the Business with this Elevator Pitch” Harvard Business Review,

https://hbr.org/2012/08/win-the-business-with-this-eleWeb 2012. Accessed on June 29, 2017, from

Offermann, Lynn, and Rosh, Lisa. “Building Trust Through Skillful Self-Disclosure”,

https://hbr.org/2012/06/instantaneous-intimacy-skillfuHarvard Business Review, Web 2012. Accessed on June 29, 2017, from

ed^stManagement Communication, 1