Term
| Five Stages of Taking Charge |
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Definition
| 1. taking hold 2. Immersion. 3. reshaping. 4. consolidation. 5. refinement |
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Term
| 6 elements of an effective public speech |
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Definition
| 1.prespeech planning, 2. organization, 3. language 4. Rehearsal, 5. Delivery, 6. Responding to questions |
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Term
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Definition
| it is essential that you understand the attitudes and expertise of your listeners. |
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Term
| Principle modes of delivery of a public presentations |
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Definition
| Impromptu, extemporaneous, manuscripts |
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Term
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Definition
| speeches are “off the cuff,” with little advanced preparation. |
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Term
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Definition
| speeches are from a prepared outline or set of notes. |
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Term
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Definition
| speeches are read from a written transcript of the speech. |
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Term
| Types of persuasive campaigns |
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Definition
| products/commercial, public relations, political, issue, image and social movement |
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Term
| Characteristics of successful persuasive campaigns |
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Definition
| Pretest messages and identify market segments, Expose a large segment of the audience to clear campaign messages, Use the most accessible media for target groups, Use the media to raise awareness, Rely on interpersonal communication, particularly communication between people of similar social backgrounds to lead to and reinforce behavior change, Use high credibility sources, Direct messages at the individual needs of the audience, Emphasize positive rewards rather than prevention. |
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Term
| Stages in a persuasive campaign |
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Definition
| 1 Situation analysis 2. objectives 3. Strategies 4. Budget 5. implementation 6. Evaluation |
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Term
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Definition
| period of intense activity lasting from 3-6 months, new managers have a great deal of info to absorb and learn how to correct actions and problem solving |
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Term
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Definition
| 4-11 months, less hectic and instead of making changes, new managers immerse themselves in day to day operations and develop deeper understanding of the org. |
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Term
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Definition
| 3-6 months, new leaders implement concepts they developed during the immersion period |
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Term
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Definition
| 3-9 months leaders identify and deal with remaining implementation problems and implement changes that they couldn’t make earlier |
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Term
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Definition
| end of taking-charge process, continue to learn and make changes but they have much less new info to master |
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Term
| Three types of work in taking charge |
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Definition
| cognitive, organization and interpersonal |
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Term
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Definition
| learning about the organization and its culture, acquiring technical knowledge, diagnosing problems, understanding issues. |
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Term
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Definition
| developing a set of shared expectations with followers, working out conflicts, and building cohesive management team |
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Term
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Definition
| developing good work relationships with superiors and subordinates/peers |
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Term
| Succession Planning Programs |
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Definition
| Participation and support of top management, include all leadership levels, organizational needs and assessment, competency focused, accountability. |
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Term
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Definition
| comes from appointing one person to oversee programs as well as from evaluating current leaders on how well they are preparing for potential replacements. |
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Term
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Definition
| focusing on competencies means equipping people to take a variety of positions, not just the next one up the organizational ladder |
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Term
| Organizational needs and assessment- |
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Definition
| must decide on the direction in which they are headed before they know what types of skills their future leaders must develop |
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Term
| Include all leadership levels- |
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Definition
| uccession planning is important for low-level management positions as well as executive ones |
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Term
| Participation and support of top management- |
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Definition
| when top leaders are involved. Others are more likely to devote time and effort to succession concerns |
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