Business communication : concepts, cases and applications

Business communication concepts, cases and applications

The second edition of

Detalles Bibliográficos
Autor principal: Chaturvedi, P. D. (-)
Otros Autores: Chaturvedi, Mukesh
Formato: Libro electrónico
Idioma:Inglés
Publicado: New Delhi, India : Pearson 2011.
Edición:2nd ed
Colección:Always learning.
Materias:
Business communication.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628005206719
Tabla de Contenidos:
  • Cover
  • Brief Contents
  • Contents
  • Preface
  • About the Authors
  • Part I: Theory of Bussiness Communication
  • Case Study: The Profile of an Effective Communicator
  • Chapter 1: The Nature and Process of Communication
  • The Role of Communication
  • An Instance of Unclear Communication
  • Defining Communication
  • Classification of Communication
  • The Purpose of Communication
  • Communication to Inform
  • Communication to Persuade
  • The Process of Communication
  • The Linear Concept of Communication
  • The Shannon-Weaver Model
  • The Two-way Communication Process
  • The Elements of Communication
  • The Major Difficulties in Communication
  • Barriers to Communication
  • Incorrect Assumptions
  • Psychosocial Barriers
  • Conditions for Successful Communication
  • The Seven C's of Communication
  • Universal Elements in Communication
  • How Sentence Structure Affects Meaning
  • Communication and Electronic Media
  • Communication and Social Media
  • Summary
  • Case: Communication Failure
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Chapter 2: Organizational Communication
  • The Importance of Communication in Management
  • Some Important Functions of Management
  • How Communication Is Used by Managers
  • Communication Concerns of the Manager
  • Human Needs
  • Theory X and Theory Y
  • Communication Training for Managers
  • Communication Structures in Organizations
  • Vertical Communication
  • Horizontal Communication
  • Line and Staff Management
  • Formal Communication
  • Informal Communication
  • Information to be Communicated at the Workplace
  • Summary
  • Case: Communication Breakdown at City Hospital
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Chapter 3: Intercultural Communication Skills.
  • Globalization and Intercultural Communication
  • The New Global Mantra: Go Local
  • Cultural Sensitivity
  • Meetings and Social Visits
  • Group Behaviour
  • Paying a Visit
  • Addressing Others
  • Developing Cultural Intelligence
  • High-context Cultures
  • Low-context Cultures
  • Time As a Cultural Factor
  • Space As a Cultural Factor
  • Some Examples of Cultural Diversity
  • Japan
  • France
  • Germany
  • Brazil
  • Guidelines for Intercultural Communication
  • E-mail and Intercultural Communication
  • Language
  • Culture
  • Sample E-mails
  • Summary
  • Case: Intercultural Lessons from Crash
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Part II: Forms of Business Communication
  • Chapter 4: Oral Communication
  • What Is Oral Communication?
  • Importance of Oral Communication Skills
  • Choosing the Form of Communication
  • Principles of Successful Oral Communication
  • Guidelines for Effective Oral Communication
  • Barriers to Effective Oral Communication
  • Three Aspects of Oral Communication-Conversing, Listening, and Body Language
  • Intercultural Oral Communication
  • Intercultural Communication
  • Oral Communication and Electronic Media
  • Phones
  • Voice Mail
  • Conference Calls
  • Cell Phones
  • Video Conferencing
  • Summary
  • Case: Dealing with Outsourcing Backlash
  • Review Your Learning
  • Reflect On Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Chapter 5: Conversation Skills
  • What Is Conversation?
  • Social Conversation
  • Effective Conversation
  • Effective Conversation: An Example
  • Conversation Control
  • Controlling the Direction of Conversation
  • Managing Negative Responses
  • Noticing and Recognizing Cues and Clues
  • Interpreting Signs and Signals
  • Avoiding Parallel Conversation
  • Practising Sequential Conversation.
  • Using Reflection and Empathy
  • Cultivating a Sense of Timing
  • Summarizing
  • Applications of Conversation Control
  • Meetings
  • Being Assertive Without Being Aggressive
  • Controlled Response to Conversational Attacks
  • Negotiating Through Conversation Control
  • Summary
  • Case: Discussing Vandalism
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Chapter 6: Listening
  • What Is Listening?
  • How Do We Listen?
  • Listening As a Management Tool
  • The Process of Listening
  • Factors that Adversely Affect Listening
  • Lack of Concentration
  • Unequal Statuses
  • The Halo Effect
  • Complexes
  • A Closed Mind
  • Poor Retention
  • Premature Evaluation and Hurried Conclusions
  • Abstracting
  • Slant
  • Cognitive Dissonance
  • Language Barrier
  • Characteristics of Effective and Ineffective Listeners
  • Guidelines for Improving Listening Skills
  • Responsive Listening
  • Basic Reflective Response
  • Basic Clarification Response
  • Summary
  • Case: Too Busy To Listen?
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Chapter 7: Non-verbal Communication
  • What Is Non-verbal Communication?
  • Meta-communication
  • Kinesic Communication
  • Characteristics of Non-verbal Communication
  • Classification of Non-verbal Communication
  • Ekman's Classification of Communicative Movements
  • Face Facts
  • Positive Gestures
  • Negative Gestures
  • Lateral Gestures
  • Responding to Power Posturing
  • Guidelines for Developing Non-verbal Communication Skills
  • Communication Breakdown
  • Summary
  • Case: Everest Textile Mills
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnote
  • Chapter 8: Written Business Communication
  • The Art of Writing.
  • The Skills Required in Written Communication
  • Informatory Writing
  • The Purpose of Writing
  • Writing to Inform
  • Writing to Persuade
  • Persuasive Writing
  • Clarity in Writing
  • Examples of Clear and Unclear Writing
  • Principles of Effective Writing
  • Accuracy
  • Brevity
  • Language, Tone, and Level of Formality
  • Rewriting A Letter
  • Summary
  • Case: On Writing Well
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Part III: Types of Written Business Communication
  • Chapter 9: Business Letters, Memos, and E-mails
  • Introduction
  • Writing Routine and Good-News Letters
  • Routine Claim Letters and "Yes" Replies
  • Routine Request Letters and "Yes" Replies
  • Routine Orders and Their "Yes" Replies
  • Guidelines for a "Yes" Reply
  • Guidelines for a "No" Reply
  • Writing Persuasive Letters
  • Writing a Persuasive Letter
  • Writing Memos
  • How to Write a Memo
  • Uses of a Memo
  • Essentials of Good Business Letters and Memos
  • Simplicity
  • Clarity
  • Conciseness
  • Standard and Neutral Language
  • You-Attitude
  • Sincerity and Tone
  • Emphasis
  • Planning, Writing, and Revising: The Three Steps of Successful Writing
  • Redrafting a Memo
  • Form and Layout of Business Letters
  • Business-letter Styles
  • Layout and Formatting Guidelines
  • Writing E-mails
  • Receiver's E-mail Account
  • Subject Line
  • Sending Copies
  • A Series of E-mails
  • Summary
  • Case: a Reply Sent to an Erring Customer
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Chapter 10: Report Writing
  • What Is a Report?
  • The Purpose of a Report
  • Kinds of Reports
  • The Terms of Reference
  • The Objectives of a Report
  • Planning and Organizing Information
  • Sequencing Information
  • Outline As a Structuring Device
  • Writing Reports.
  • Structure of a Report
  • Basic and Subsidiary Parts of a Report
  • Short Management Reports
  • Memos
  • Letters
  • Long Formal Reports
  • The Title Page
  • Acknowledgements
  • Cover Letter
  • Letter of Transmittal
  • Table of Contents
  • Abstract and Executive Summary
  • Discussion and Analysis of Findings
  • Glossary
  • Appendix
  • Bibliography and References
  • Index
  • Using Diagrams and Visual Aids in Reports
  • Use of Tables
  • Use of Graphics in Reports
  • How to Use Figures and Diagrams in Reports
  • Summary
  • Case: Survey Report for India Representative Office of HRC Business School, France
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Endnotes
  • Part IV: Applications of Business Communication
  • Chapter 11: Presentation Skills
  • Introduction
  • What Is a Presentation?
  • Essential Characteristics of a Good Presentation
  • The Difference Between a Presentation and a Lecture
  • The Difference Between a Presentation and a Written Report
  • Preparing a Presentation
  • Identify the Purpose of the Presentation
  • Analyse the Audience and Identify Their Needs
  • Design and Organize the Information
  • Decide on the Medium of Presentation and Visual Aids
  • Time the Presentation
  • Become Familiar with the Location of the Presentation
  • Delivering the Presentation
  • Rehearsal
  • Body Language
  • Handling Questions and Debate
  • Tips to Fight Stage Fright
  • Summary
  • Case: The Presentation Effect
  • Review Your Learning
  • Reflect on Your Learning
  • Apply Your Learning
  • Self-check Your Learning
  • Chapter 12: Negotiation Skills
  • What Is Negotiation?
  • The Nature of Negotiation
  • The Need for Negotiation
  • Situations Requiring Negotiation
  • Situations Not Requiring Negotiation
  • Factors Affecting Negotiation
  • Location
  • Timing
  • Subjective Factors.
  • Persuasive Skills and the Use of You-Attitude.

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