Category: Human Resource Management

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    see attached – 2 years ago **files (2)** – ## wk6discap.docx – ## APA_RequiredCoverPage_and_Template_7thed1.docx **## wk6discap.docx** **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023). _Strategic Human Resource Management (6th ed.)._ Cenga…

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    Assignment Prompt & Instructions

    see attached

    – 2 years ago

    **files (2)**

    – ## wk6discap.docx

    – ## APA_RequiredCoverPage_and_Template_7thed1.docx

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

    **## wk6discap.docx**

    **CITE two academic/scholarly OUTSIDE sources AND the course text scholarly author:** Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    **APA FORMAT**

    **1A. Share about the challenges that exist relative to the valuation of human assets and measuring human capital for the company. Address how different HR metrics and analytics might be best employed for that company? What workplace trends and challenges will this company need to face from your reading?**

    **1B. With unionization on the downturn, from the reading, why should an organization be concerned about labor relations? Contrast the style of labor unions in the U.S. to that found in another country? Also, briefly discuss ways your chosen organization might attempt to retain its most valued employees.**

    **## APA_RequiredCoverPage_and_Template_7thed1.docx**

    SHORTENED TITLE IN ALL CAPITALS 1

    SHORTENED TITLE IN ALL CAPITALS 1

    **Your Paper’s Title: Title Is Centered and Bold, Three or Four Lines Down**

    LEAVE A BLANK SPACE

    ## Your Name

    **Donald R. Tapia College of Business, Saint Leo University**
    Course Number and Name, e.g. DBA701: Doctoral Success Lab

    Your Professor’s Name, e.g. Professor Waddell

    Assignment Due Date, e.g. January 21, 2020

    **Graduate Studies in Business Academic Honesty Statement**

    My signature entered below constitutes my pledge that all the writing in this document is my own work, except for those portions which are properly documented and cited. I understand and accept the following definition of plagiarism:

    1. Plagiarism includes the literal repetition without acknowledgment of the writings of another author. All significant phrases, clauses, or passages in this paper which have been taken directly from source material have been enclosed in quotation marks and acknowledged in the text itself as well as on the Reference page.

    2. Plagiarism includes borrowing another’s ideas and representing them as my own.

    3. To paraphrase the thoughts of another writer without acknowledgement is plagiarism.

    4. Plagiarism also includes inadequate paraphrasing. Paraphrased passages (those put into my own words) have been properly acknowledged in the text and in the references.

    5. Plagiarism includes using another person or organization to prepare this paper and then submitting it as my own work.

    6. Plagiarism includes resubmitting my own previous work, in whole, or in part for a current assignment without the written consent of the current instructor.

    **Saint Leo University’s core value of integrity** requires that students pledge to be honest, just, and consistent in word and deed. I fully understand what plagiarism is, and I further understand that if plagiarism is detected in my paper, my professor will follow the procedures for academic dishonesty set forth by Saint Leo University, the Donald R. Tapia College of Business and the Graduate Student Handbook.

    **Student Signature: [Type Full Name Here]**

    **Abstract [Centered, Bold]**

    Start the abstract flush with the left margin; do not indent. According to the
    _Publication Manual of the American Psychological Association_(APA), “An abstract is a brief, comprehensive summary of the contents of the paper” (APA, 2020, p. 38). It allows readers to survey the contents of an article quickly and, like a title, it enables persons interested in the document to retrieve it from abstracting and indexing databases. The first line of the abstract is not indented. An abstract may range from 150 to 250 words (APA, 2020). Because an abstract is not always required for student papers, adhere to your instructor’s requirements.

    _Keywords:_ Follow the abstract with a selection of keywords that describe the important ideas or subjects in your paper. These help online readers search for your paper in a database.

    The keyword list should have its first line indented 0.5 inches. keywords are written in lowercase (except for proper nouns) and separated by commas. Do not place a period at the end of the list.

    ****Title of Your Paper [Centered, Bold]****
    Begin your paper on the next double-spaced line after the title, and indent all paragraphs 1/2 inch. In the updated manual on p. 154, writers are asked to include only
    **one space** between sentences rather than two spaces. When writing in APA style, you have two choices for in-text citations: narrative citations or parenthetical citations. According to a fictitious book by Harding and Jiménez (2020), a narrative citation occurs when you include “authors’ names as part of your sentence” (p. 24). Furthermore, Harding and Jiménez (2020) explain that you only need to provide a page number at the end of a narrative citation when directly quoting from the source. If the authors’ names do not appear in your sentence, you will use a “parenthetical citation” (Harding & Jiménez, 2020, p. 24). Similar to the above example, you only need to include a page number when quoting the authors’ original words (Harding & Jiménez, 2020). The APA manual summarizes these rules and related concepts on pp. 261-264.

    **All Headings Are Bold and Written in Title Case (Level 1, Bold, Centered)**

    You can read more about formatting section headings in the APA manual on pp. 47-49. Not included in this template is a level 5 heading, which is virtually identical to a level 4 heading, except it is italicized. According to the APA (2020), “The number of levels of heading needed for a paper depends on its length and complexity; three is average. … [S]hort student papers may not require any headings” (p. 48).

    **New Rules for Citations (Level 2, Bold, Left Justified)**

    **_First Rule_(Level 3, Flush Left, Italicized, Bold, No Punctuation)**

    Begin indented paragraph on the next line.
    A couple of important new rules concerning in-text citations appear in the APA manual. The first pertains to citing works by three or more authors. Instead of writing each author’s name in the first citation, then utilizing the abbreviation “et al.” for all subsequent citations, the APA advises writers to use the “et al.” abbreviation for
    _every_ in-text citation for works by three or more authors. For example, my first in-text citation for a work by three authors would look like this (Harris et al., 2020). This new guideline reduces the amount of clutter created by listing each author’s name. You can read more about the use of “et al.” on p. 266 of the APA manual.

    **_Second Rule_**

    The other significant change to in-text citation formatting has to do with repeating narrative citations. For example, if I am writing a paragraph focused specifically on the work of Brown (2016), I would need to provide the year in parenthesis only after the
    _first_ reference to Brown. As you can see, I could write more about the groundbreaking work of Brown without cluttering my paragraph with multiple in-text citations containing the year. However, if I am referencing more than one work by Brown, I must provide a complete in-text citation after
    _each_ reference to Brown. That way, my reader won’t be confused. I would also need to provide the year in any parenthetical citation referencing the author (Brown, 2016). This new rule is described on pp. 265-266 in the APA manual.

    **Similar Rule. (Level 4, Indented, Plain Text, Begins Paragraph, Punctuated)** In a similar vein, if I am writing a long paraphrase of a single work, I need to provide only one in-text citation at the beginning of the paragraph as long as “the context of the writing makes it clear that the same work continues to be paraphrased” (APA, 2020, p. 269). In other words, I could continue to write more about how the manual provides a helpful figure of this rule on p. 270. I would not need to provide a citation when telling you that if the paraphrase is long enough to warrant the creation of a new paragraph, you will need to provide an in-text citation at the top of the new paragraph. As you can see, I am still discussing the APA manual in a specific context, so I am not required to cite the manual again in this paragraph unless I introduce information from a new source. Even so, if you think your professor or reader might question where you found a certain piece of information, it won’t hurt to provide an extra citation or two.

    **Punctuating In-Text Citations**

    So far, you might have noticed that parenthetical citations typically appear
    _before_ the sentence’s end punctuation, because the parenthetical citation is just another element belonging to the sentence. However, there is one specific instance when the parenthetical citation comes
    _after_ the end punctuation. In the case of block quotations (a quotation of 40 words or more), you will introduce the quotation and demarcate it using special indentation:

    Pretend that this is the beginning of the block quotation. First, notice that this long quotation is not surrounded by marks. It is the
    _only_ time in your paper where you will quote something without using quotation marks. Next, the quotation is indented 1/2 inch from the left, and it’s left-justified, meaning that the quote’s left margin forms a straight line up and down. Last but not least, you will provide the parenthetical citation
    _after_ the end punctuation (and because it’s a direct quotation, you will include the page number). Use block quotes sparingly. (Harding, 2020, p. 49)

    If the original paragraph continues after the quotation, begin on the next double-spaced line, making sure that the line is flush left. If you want to begin a new paragraph after the block quotation, you will indent the new paragraph 1/2 inch from the left margin. Finally, if you include a narrative citation when introducing the block quote (i.e. “According to Harding (2020) …”), only include the page number in the parenthetical citation after the block quote. You can read more about these rules on pp. 272-273 of the APA manual.]

    **References [Centered, Bold]**

    Surname, A. A., & Surname B. B. (Year). Reference entry titles are written in sentence case: Sentence case titles for articles and shorter works are plain text and capitalized as if you were writing a sentence.
    _Publication Name_,
    _234_(2), 40-190.
    [https://doi.org/12.029303](https://doi.org/12.029303) (Example of journal article with DOI. DOI should be formatted as an active hyperlink)

    Surname, C. C. (Year).
    _This is the title of a book about China and India: Notice that book titles and titles of longer works are italicized_. Publisher Name. (Example of book and e-book. Writers are no longer required to identify e-book platform (e.g. “Kindle”) or database (e.g. “EBSCO”). For e-books, provide a DOI or URL if one is available. Read more on p. 321 of the manual.)

    REMOVE ALL YELLOW HIGHLIGHTS IF YOU USE THIS DOCUMENT AS A WORKABLE TEMPLATE!

    | | | |
    | — | — | — |
    | | | |

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    See attached – 2 years ago **files (3)** – ## ppLiteratureReview.16.docx – ## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx – StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx **## ppLiteratureReview.16.docx** 3 **Literature Review: Nestlé’s Strategic Human Resource Mana…

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    **files (3)**

    – ## ppLiteratureReview.16.docx

    – ## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx

    – StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx

    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

    **## ppLiteratureReview.16.docx**

    3

    **Literature Review: Nestlé’s Strategic Human Resource Management and Business Strategy**

    Student’s name

    Institutional Affiliation

    Professor’s name

    Course

    Due Date

    LITERATURE REVIEW: NESTLÉ’S STRATEGIC HUMAN RESOURCE MANAGEMENT AND BUSINESS STRATEGY

    **Introduction**

    Nestlé's strategic human resource management (SHRM) and innovative business strategies have helped the company establish itself as a global leader in the food and beverage industry. In this literature review, the existing research surrounding Nestlé’s HR practices, corporate culture, and technological integration in workforce management are synthesized. Specifically, this study focuses on Nestlé’s talent acquisition and development policies, HR automation, and leadership approaches, without considering issues associated with product innovation and consumer marketing strategies. This literature also highlights these key themes: Nestlé's people-focused culture, technology usage in HR functions, and the ever present discussion around its labor policies.

    **Review and Analysis of Sources**

    According to Mello (2023), Nestlé’s human resource strategy closely matches its corporate goals, whereby human resource strategy made efforts to retain talents, developing leadership, and sustainable growth of working force. To continue professional growth, Nestlé works with structured career progression models, diversity and inclusion policies and employee training programs. Like Vasantham (2021), Nestlé employs artificial intelligence and data analytics to enhance recruitment, performance evaluations and workforce planning.

    While Nestlé has these strengths, the company has also been criticized for its labor practices. Butt (2024) also notes that although Nestlé claims to operate in an ethical manner in regards to labor policies and competitive benefits, there has yet to be a complete breakdown of corporate competition to ensure fair wages and working conditions at least in some operations. Unlike reports on labor disputes and supply chain challenges, the company’s commitment to CSR is often contradictory. For example, Sin et al. (2022) shows how Nestlé’s strategies as an HR policy create employment satisfaction but at the same time pressure employees to continue working hard, thereby leading to stress in the workplace.

    Nestlé’s balancing act between workforce well-being and technological advancements is one important element in the literature. Nestlé has automated its human resources, with Vasantham (2021) arguing that while this will increase Nestlé’s efficiency, there are ethical implications relating to job security and human oversight. However, as Butt (2024) states, on the one hand, Nestlé's competitive compensation, benefits, and career mobility have a positive effect on the overall engagement to meet the objectives. These different perspectives reflect ongoing debates regarding how multinational corporation such as Nestle manage human capital in a continuously changing business environment.

    **A Critical Evaluation**

    There is balance to the literature around Nestlé’s HR strategy in that they had innovative workforce initiatives, but they also had issues with maintaining ethical labor practices. Mello (2023) and Vasantham (2021) state that Nestlé has advanced in HRM technologically, while Butt (2024) and Sin et al. (2022) worry about the wellness and workplace stressors of employees. In particular, Nestlé’s labor conditions are critically assessed, which is contrary to the company’s principle of continued learning and involvement of employees, creating a contradiction within Nestlé’s HR strategy. Some applauded Nestlé’s policy in developing talent, others demanded the firm do more research to determine how long when these policies would really keep or make people happy.

    **A Thematic Organization and Conclusion**

    Overall, Nestlé’s SHRM strategy is both a competitive advantage and a subject of ethical debate. The focus is on efficiency, but issues with labor still have not been resolved. Automation and the use of AI among the company’s HR tools is in fact very efficient but exposes the company to worrying ethical dilemmas in the area of job security and employee well being. While retaining an edge over competition, Nestlé’s HRM must be able to address these issues.

    Future research will examine Nestlé’s long-term workforce policies, specifically, automation, and its effect on job security of employees and employee satisfaction. In addition to that, the studies about the effect of Nestlé’s employee engagement initiatives as well as its retention policies would give the information about the sustainability of the HR model. This will help to broaden the discussion on the changing nature of HRM in multinational corporations.

    **References**

    Butt, U. I. (2024). Nestlé's role in global food security, climate change and consumer health.
    _International Journal of Social Sciences and English Literature_,
    _8_, 7-15.
    [https://ecsenet.com/index.php/2576-683X/article/download/182/78](https://ecsenet.com/index.php/2576-683X/article/download/182/78)

    Mello, J. A. (2023).
    _Strategic Human Resource Management (6th ed.)._ Cengage Learning.

    Sin, L. G., Rahim, N. F. A., Lin, J. L. J., Sharma, B., Gulati, C., Ghani, H. Z. B. H., … & Mittal, K. (2022). Fostering A Culture of Business Ethics: A Case Study of Nestlé.
    _Society_,
    _10_(2), 723-734.
    [https://www.societyfisipubb.id/index.php/society/article/download/496/505](https://www.societyfisipubb.id/index.php/society/article/download/496/505)

    Vasantham, S. T. (2021). The Role of Artificial Intelligence in Human Resource Management.
    _Engineering and Scientific International Journal_,
    _8_(2), 59-63.
    [https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf](https://www.academia.edu/download/67534840/Artificial_Intelligence_in_Human_Resource_Management_.pdf)

    .

    **## CreateaPowerPointpresentationusingthefollowingtableofcontent.docx**

    **Create a PowerPoint presentation using the following table of content. CITE ALL Scholarly References. APA Format**

    **Table of Contents**

    [Introduction](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517) [4](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798517)

    [HR Organizational Plan Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798518)

    [Central HR Challenges and Opportunities](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519) [5](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798519)

    [Research Scope and Objectives](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798520)

    [HR Action Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798521)

    [Significance to the Writer](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522) [7](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798522)

    [Significance to the Organization and Stakeholders](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523) [8](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798523)

    [Global and Industry-wide Implications](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524) [9](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798524)

    [Steps to Implement and Evaluate the HR Plan](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798525)

    [Organizational and Industry Overview](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526) [10](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798526)

    [HR Solutions and Strategic Alignment](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Literature Review……………………………………………………………………………\
    \
    Analysis Weakness………………………………………………………………………….\
    \
    Recommendation Strength…………………………………………………………………… \
    \
    Weakness Analysis………………………………………………………………………….](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798527)

    [Conclusion](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528) [11](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798528)

    [References](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529) [13](https://www.sweetstudy.com/questions/week-6pp-hra-cap#_Toc192798529)

    **StrategicReviewofNestlsHRPracticesandGlobalAlignment6.docx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/strategicreviewofnestlshrpracticesandglobalalignment6-docx-10263363)

  • [Solved] respond to discussion 1MR

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    – 2 years ago **files (1)** – ## Respond1.docx **## Respond1.docx** Respond to each discussion Patricia, As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organiza…

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    – 2 years ago

    **files (1)**

    – ## Respond1.docx

    **## Respond1.docx**

    Respond to each discussion

    Patricia,

    As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organization's overall goals with fewer people. This includes aligning HR initiatives with a different set of measurable goals.

    There is a lot of unrest among federal employees. HR is helping organizations manage their communication and the reason for change, provides employees support in understanding their available options, and helps employees adapt to new processes.

    HR management systems are commonly used to capture, retain, and enable an organization's effective use of collected data. Technology has advanced, and employees are interacting directly with HR systems. Easy access improves HR processes, encourages employees to update their HR files, and find information on a variety of HR topics.

    Christian,

    From my experience working with HR professionals, I believe HR's activities should indeed be strategic. It's crucial for HR to align its operations with the organization's broader objectives and goals (Kaufman, 2023). HR should not just be a support function but an active partner in shaping the company's future. HR executives need to understand and anticipate the company's needs, from workforce planning to employee retention. They must prioritize talent acquisition, development, and performance management in ways that directly contribute to business success (Kaufman, 2023).

    One strategic example I’ve seen is in employee development. HR teams partner with leadership to design training programs that directly align with the company’s goals for expansion or operational efficiency. This type of proactive HR involvement drives business growth by ensuring that the workforce is skilled and adaptable to changing business environments. Another example is HR’s involvement in strategic workforce planning, where they forecast talent needs based on company projections and industry trends.

    However, there are instances where HR's activities may not fully align strategically. In some organizations I’ve observed, HR tends to focus more on administrative tasks, like payroll and compliance, without offering sufficient strategic support in areas such as talent development or workforce optimization. This lack of strategic focus can limit HR’s ability to drive long-term organizational success.

    In conclusion, while HR's role should be strategic, it’s critical for HR teams to continuously evaluate and adapt their approach to stay aligned with the ever-changing needs of the business.

    **## Respond1.docx**

    Respond to each discussion

    Patricia,

    As a federal employee, HR plays an important part in the government. HR works with leadership to determine which jobs will be cut. They develop and implement strategies that support each organization's overall goals with fewer people. This includes aligning HR initiatives with a different set of measurable goals.

    There is a lot of unrest among federal employees. HR is helping organizations manage their communication and the reason for change, provides employees support in understanding their available options, and helps employees adapt to new processes.

    HR management systems are commonly used to capture, retain, and enable an organization's effective use of collected data. Technology has advanced, and employees are interacting directly with HR systems. Easy access improves HR processes, encourages employees to update their HR files, and find information on a variety of HR topics.

    Christian,

    From my experience working with HR professionals, I believe HR's activities should indeed be strategic. It's crucial for HR to align its operations with the organization's broader objectives and goals (Kaufman, 2023). HR should not just be a support function but an active partner in shaping the company's future. HR executives need to understand and anticipate the company's needs, from workforce planning to employee retention. They must prioritize talent acquisition, development, and performance management in ways that directly contribute to business success (Kaufman, 2023).

    One strategic example I’ve seen is in employee development. HR teams partner with leadership to design training programs that directly align with the company’s goals for expansion or operational efficiency. This type of proactive HR involvement drives business growth by ensuring that the workforce is skilled and adaptable to changing business environments. Another example is HR’s involvement in strategic workforce planning, where they forecast talent needs based on company projections and industry trends.

    However, there are instances where HR's activities may not fully align strategically. In some organizations I’ve observed, HR tends to focus more on administrative tasks, like payroll and compliance, without offering sufficient strategic support in areas such as talent development or workforce optimization. This lack of strategic focus can limit HR’s ability to drive long-term organizational success.

    In conclusion, while HR's role should be strategic, it’s critical for HR teams to continuously evaluate and adapt their approach to stay aligned with the ever-changing needs of the business.

  • [Solved] HUM 6100 Week 1 DB

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    see attached – 2 years ago **files (1)** – ## HUM6100Week1DB.docx **## HUM6100Week1DB.docx** **Week 1 Discussion Forum** · Read Chapters 1 and 2 from the textbook _Communicating in Groups: Applications and Skills_ (11th ed.). · Review Chapter 1: [Introducing Small Group CommunicationLinks to an exte…

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    see attached

    – 2 years ago

    **files (1)**

    – ## HUM6100Week1DB.docx

    **## HUM6100Week1DB.docx**

    **Week 1 Discussion Forum**

    · Read Chapters 1 and 2 from the textbook
    _Communicating in Groups: Applications and Skills_ (11th ed.).

    · Review Chapter 1:
    [Introducing Small Group CommunicationLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/introduction) from the
    _Small Group Communication_ ebook.

    **Teach the Class:** Based on your required reading and a scholarly source that you select,

    · Define the concept of a secondary small group in your own words.

    · Explain how this concept differs from a small group and a primary group.

    **Note:**
    The
    [_Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site._](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) tip sheet offers additional guidance on selecting appropriate sources. Be sure to cite and reference all your sources in
    [_APA StyleLinks to an external site._](https://writingcenter.uagc.edu/apa-style), as outlined in the Writing Center resource.

    Think of a secondary small group (
    _or_ a group with both primary
    _and_ secondary characteristics) to which you currently belong or have belonged in the past.

    · Describe this group to the class briefly.

    · Explain the small group throughput processes of your chosen group.

    · If communication is at the heart of this transformational process, describe the quality of communication within the group and suggest any improvements.

    **Guided Response:** Your initial post should consist of approximately
    **350** words.

    **## HUM6100Week1DB.docx**

    **Week 1 Discussion Forum**

    · Read Chapters 1 and 2 from the textbook
    _Communicating in Groups: Applications and Skills_ (11th ed.).

    · Review Chapter 1:
    [Introducing Small Group CommunicationLinks to an external site.](https://pressbooks.pub/smallgroup/chapter/introduction) from the
    _Small Group Communication_ ebook.

    **Teach the Class:** Based on your required reading and a scholarly source that you select,

    · Define the concept of a secondary small group in your own words.

    · Explain how this concept differs from a small group and a primary group.

    **Note:**
    The
    [_Scholarly, Peer-Reviewed, and Other Credible SourcesLinks to an external site._](https://content.bridgepointeducation.com/curriculum/file/e5359309-7d3c-4a21-a410-44d59303ccef/1/Scholarly%20Peer-Reviewed%20and%20Other%20Credible%20Sources.pdf) tip sheet offers additional guidance on selecting appropriate sources. Be sure to cite and reference all your sources in
    [_APA StyleLinks to an external site._](https://writingcenter.uagc.edu/apa-style), as outlined in the Writing Center resource.

    Think of a secondary small group (
    _or_ a group with both primary
    _and_ secondary characteristics) to which you currently belong or have belonged in the past.

    · Describe this group to the class briefly.

    · Explain the small group throughput processes of your chosen group.

    · If communication is at the heart of this transformational process, describe the quality of communication within the group and suggest any improvements.

    **Guided Response:** Your initial post should consist of approximately
    **350** words.

  • [Solved] Managing Organizational Change

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    For this Discussion Board, please complete the following 300-500 words: At Tech Health Solutions, the senior managers decided to boost motivation and performance by relying more on teamwork. Inspired by the concept of piecing together a jigsaw puzzle, they initially believed that assembling the best…

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    For this Discussion Board, please complete the following 300-500 words:

    At Tech Health Solutions, the senior managers decided to boost motivation and performance by relying more on teamwork. Inspired by the concept of piecing together a jigsaw puzzle, they initially believed that assembling the best employees who perform their own jobs well would automatically result in the most successful teams. However, they soon realized that the key to a team's success lies not in who is on the team but in members who were motivated and who perceived their individual contributions as important to engaging in teamwork.

    In organizational behavior, teams have become a powerful force. Understanding why teams are more effective than individuals working alone is the first step to becoming a team player. Go to Connect and take the assessment to evaluate whether you are a team player.

    Using what you have learned, respond to the following questions:

    – Define the five Cs model of effective teamwork behavior (cooperating, coordinating, communicating, comforting, and conflict handling) and explain how each behavior helps the team succeed. Which of the five Cs do you find most challenging, and how can you improve in this area?
    – Why is good communication important in teamwork? Give an example of a time when good or poor communication affected a team’s performance. What steps can be taken to improve communication among team members to help them work better together?

    – 2 years ago

  • [Solved] Now

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  • [Solved] human resource management

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    I need your help – 2 years ago **files (3)** – ## TrainingtoAvoidCommunicationBreakdowns.pdf – ## JWI505Week2LectureNotes.pdf – Discussion2Communications.jpeg **## TrainingtoAvoidCommunicationBreakdowns.pdf** Copyright of Training is the property of Lakewood Media Group LLC and its content may not b…

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    I need your help

    – 2 years ago

    **files (3)**

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    – ## JWI505Week2LectureNotes.pdf

    – Discussion2Communications.jpeg

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    Copyright of Training is the property of Lakewood Media Group LLC and its content may not
    be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **## JWI505Week2LectureNotes.pdf**

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 1 of 6

    Interpersonal Communication

    What It Means

    As a leader, you own one hundred percent of your relationships. You do not have the luxury
    of waiting for other people to meet you halfway, and they are not responsible for maintaining
    your relationships with them. If you want engaged colleagues and collaborators, you must
    take responsibility. It is up to you to inspire, to motivate, and to build strong ties with others.

    Your success depends on the strength of your relationships with your colleagues. These are
    your collaborators, the people who can support your goals and help you realize them. People
    will engage with you and follow you based on who you are, not just what you do. You cannot
    tell others how to feel – you can only lead by example, openly and generously.

    In this lecture, you will learn how to strengthen your interpersonal communication skills. We
    will describe the qualities you need to demonstrate in each of your interactions, as well as
    how to express yourself verbally and nonverbally. We will also explore the skill of active
    listening and distinguish communication styles for different audiences.

    Why It Matters

    • Much of your efficacy as a leader depends on how you engage with and inspire
    others.

    • You can only create strong relationships when others feel that you listen to and
    empathize with them.

    • Leaders interact with a wide range of people and must tailor their messages
    effectively.

    “Empathy and social skills are social intelligence, the interpersonal part of emotional
    intelligence. That’s why they look alike.”

    Daniel Goleman

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 2 of 6

    Interpersonal Relationships

    There are four elements to any communicative action. There is always a subject, or someone
    performing the communication. There is a listener, or someone receiving the communication.
    There is a message, information that the subject wants to convey to the listener. And finally,
    there is a means of delivery – the tools the subject uses to send their message.

    As a subject, both your message and your means of delivery rely heavily on your relationship
    with your listener. And whether you work in a massive corporation or a startup out of your
    garage, you will invariably have to interact with people. Perhaps your listener is a customer
    that you hope will buy your product or service. Maybe they are a coworker whose insights you
    need to complete a project. In any case, you cannot simply send a message and hope they
    act on it. If you want the listener to accept your message, they need to want to listen to you.
    You have to give them a reason to want to listen. That may be easy to do with a colleague
    that you have known for years. It is a lot harder to accomplish with a new coworker that you
    have never met before.

    Regardless of who your listener is, you have to find a way to engage them. You need to
    establish trust between the two of you. You need to let them know you value their input and
    response. In short, you need to empathize with them.

    Enhancing Your Empathy

    In the business world, empathy is often considered a “soft skill.” It is the ability to see and to
    feel what another person is experiencing from their perspective. Please note that empathy is
    not the same as sympathy. Sympathy simply entails acknowledging someone else’s feelings.
    Empathy involves actually taking on those feelings. As PureMatter CEO Bryan Kramer puts it,
    “Instead of feeling with someone, you’re feeling for them. You’re experiencing a fraction of
    their emotions and feelings because you see things from their perspective.”1

    1 Bryan Kramer, “The Critical Difference between Sympathy and Empathy,” Forbes, August 13, 2018,
    https://www.forbes.com/sites/forbescoachescouncil/2018/08/13/the-critical-difference-between-sympathy-and-
    empathy/#616a6a6d16a3.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 3 of 6

    Empathy is a critical addition to your leadership skillset. When you connect with someone and
    really understand their feelings and perspectives, you increase their relationship buy-in. They
    will want to work with you and to accomplish a shared goal. To use Jack’s phrase, that is how
    you get “every brain in the game.” Empathy is also important for handling more difficult
    conversations. If you recognize the source of someone’s emotions, you can relate to them
    more easily. You better understand what discourages them and what motivates them. You
    implicitly validate their feelings. Empathy, when you use it well, engenders respect.

    The importance of empathy cannot be overstated, but we do not see it as often as we should.
    Businessolver, a benefits technology company, conducts an annual State of Workplace
    Empathy study. Through polling, the company evaluates how empathetic American
    businesses are. In their 2019 report, 92% of CEOs surveyed said their organizations were
    empathetic. Only 72% of employees agreed.2 Think about it and be honest with yourself. How
    often do you feel as if your supervisor actively listens to you? Conversely, if you are a
    supervisor, how often do you demonstrate that you appreciate your employees’ input?
    Whether or not the leaders and managers at your company are empathetic plays a major role
    in determining the amount of time and effort employees put into their work. It can even
    determine whether employees stay with your company at all!

    It is up to you, as both a communicator and a listener, to ensure that your interactions are
    empathetic. Fortunately, there is a plethora of verbal and nonverbal techniques you can use
    to connect more effectively with your colleagues and customers.

    Speaking with Empathy

    The key to communicating empathetically is remembering that communication is not – and
    cannot be – just about you. Your message needs to be relevant to both you and your listener.
    There are simple methods that will persuade your listener to invest in the message. One very
    subtle trick is to avoid using first person singular pronouns, such as “me” and “my.” Telling

    2 Rae Shanahan, “The 2019 State of Workplace Empathy Study: the Competitive Edge Leaders Are Missing,”
    Businessolver, March 28, 2019, https://blog.businessolver.com/the-2019-state-of-workplace-empathy-study-the-
    competitive-edge-leaders-are-missing.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 4 of 6

    someone, “I need to organize last month’s invoices” is not a productive way to communicate.
    That sentence only highlights your own needs. Your listener is left asking themselves, “So
    what?” Telling someone, “We need to organize last month’s invoices” is much more
    collaborative. It indicates that organizing last month’s invoices is a shared goal that is both
    your responsibility and theirs.

    Your listener will be more inclined to receive your message if they feel that they can talk with
    you. This is where your social skills come into play. Find quick moments during the day to
    interact with people. This includes arriving early for meetings and never discounting the value
    of water cooler talk. This shows others you are not “too busy” to talk with them. And if you are
    a supervisor and you have an “open door” policy, make sure your office door is actually open!

    Conversations should never just be about yourself. Demonstrate your curiosity about your
    listener by asking lots of questions. Try not to ask closed questions to which there are limited
    answers. The question, “Did you like the boss’s presentation?” really only has two answers,
    neither of which are terribly insightful. Definitely avoid asking leading questions which imply
    an answer. When you say, “You did not like the boss’s presentation, did you?” you
    subliminally force the listener to answer in a way they may not agree with. “How was the
    boss’s presentation?” is a better question, but the listener does not have to give a detailed or
    thoughtful answer; they can just say, “It was good.” Instead, ask a more complex question
    that forces the listener to think and give you a thoughtful answer. A question like, “What was
    your favorite part of the boss’s presentation?” would be a great example.

    The words you use matter when talking to someone, but so does your body language. Your
    listener will be more receptive if you come across as open, welcoming, curious, and
    appreciative. Look the other person in the eye at all times. This shows that you value their
    response. Stand close to your listener, but not too close. You want to show them that their
    presence is important, while still respecting their personal space. Do not cross your arms.
    This stance “shuts you off” and makes you look forbidding. As we mentioned in last week’s
    lecture, never look at your phone while talking to someone face to face. And unless you are
    delivering seriously bad news, maintain a relaxed smile.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 5 of 6

    Listening with Empathy

    Good communication is not just about imparting information. It is about receiving information,
    too. Conveying your message effectively is certainly important. But it is equally important to
    listen when the other person talks. When they feel heard, they are more receptive to your
    message, more likely to build rapport with you, and more likely to become an active ally in
    addressing the issues at hand. Both you and your listener can thus exchange information and
    arrive at a collaborative solution. In his TEDx Talk “The Power of Listening,” negotiations
    expert William Ury says that listening “… may be the cheapest concession we can make in a
    negotiation. It costs us nothing, and it brings huge benefits. Listening may be the golden key
    that opens the door to human relationship.”3

    Remember, though, that there is a big difference between listening to someone and hearing
    them. When you hear someone, all you do is acknowledge that they are talking. You do not
    force yourself to be present, and neither of you truly connects with the other. If you have a
    conversation with someone, and you cannot remember exactly what they said five minutes
    later, you heard them, but you did not actually listen in an attentive way.

    Properly listening to someone requires more than mere acknowledgement, and it takes
    practice. You should absorb what they say, while gleaning new information and finding ways
    to relate to them. Never assume you already know or understand what the other person is
    saying. The next time someone is talking to you, periodically respond with what you think they
    are saying. This is useful for two reasons. First, it gives the other person an opportunity to
    confirm your understanding or correct it if needed. Second, it demonstrates that you are
    making an effort to understand them. It shows that you are present and that you value them.

    When you listen, the other person should do most of the talking. This means a lot of your
    responsive communication will be nonverbal. Looking the other person directly in the eye
    helps demonstrate that you are present, as does refraining from fidgeting with your hands,
    clothes, or office supplies. Make a conscious effort not to seem imposing. Stand or sit close to
    the other person, instead of standing on the other side of the room or sitting behind a big

    3 TEDx Talks, “The Power of Listening | William Ury | TEDxSanDiego,” YouTube, January 7, 2015,
    https://www.youtube.com/watch?v=saXfavo1OQo&feature=emb_logo.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 6 of 6

    desk. These steps are particularly important if you are a supervisor talking to one of your
    employees. Psychologist Dolly Chugh explains that: “… when you are in a low-power role,
    you are really good at reading nonverbal cues, remembering more of what was said, being
    attentive, because you have more of a need from a survival standpoint.”4 So, if you are a
    leader, your position of authority may reduce the impetus to be attentive, but it is important to
    make a conscious effort to do so. Remember that your listening skills should make the other
    person feel empowered, not disparaged or endangered.

    Looking Ahead

    In this lecture, we explored the importance of effective interpersonal communication in business.
    We learned why empathy is such a critical component of your communications, as well as how
    to demonstrate it when you speak and listen. Every interaction you have is an opportunity to
    connect with others. Being authentic and present will build strong relationships and inspire your
    colleagues. Everyone in your team or your company will be better positioned to win.

    In the next lecture, we will explore the foundations of intercultural communication. We will delve
    into the components of culture, as well as the cultural variables people exhibit in their behavior
    at work. We will also enhance our understanding of how to communicate with colleagues from
    different backgrounds and cultures.

    4 Businessolver, “Rewards Multiply with Workplace Empathy,” The Washington Post, n.d.,
    https://www.washingtonpost.com/sf/brand-connect/businessolver/rewards-multiply-with-workplace-empathy/.

    **Discussion2Communications.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2communications-jpeg)

    **Discussion2Communications.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2communications-jpeg)

    **## TrainingtoAvoidCommunicationBreakdowns.pdf**

    Copyright of Training is the property of Lakewood Media Group LLC and its content may not
    be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **## JWI505Week2LectureNotes.pdf**

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 1 of 6

    Interpersonal Communication

    What It Means

    As a leader, you own one hundred percent of your relationships. You do not have the luxury
    of waiting for other people to meet you halfway, and they are not responsible for maintaining
    your relationships with them. If you want engaged colleagues and collaborators, you must
    take responsibility. It is up to you to inspire, to motivate, and to build strong ties with others.

    Your success depends on the strength of your relationships with your colleagues. These are
    your collaborators, the people who can support your goals and help you realize them. People
    will engage with you and follow you based on who you are, not just what you do. You cannot
    tell others how to feel – you can only lead by example, openly and generously.

    In this lecture, you will learn how to strengthen your interpersonal communication skills. We
    will describe the qualities you need to demonstrate in each of your interactions, as well as
    how to express yourself verbally and nonverbally. We will also explore the skill of active
    listening and distinguish communication styles for different audiences.

    Why It Matters

    • Much of your efficacy as a leader depends on how you engage with and inspire
    others.

    • You can only create strong relationships when others feel that you listen to and
    empathize with them.

    • Leaders interact with a wide range of people and must tailor their messages
    effectively.

    “Empathy and social skills are social intelligence, the interpersonal part of emotional
    intelligence. That’s why they look alike.”

    Daniel Goleman

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 2 of 6

    Interpersonal Relationships

    There are four elements to any communicative action. There is always a subject, or someone
    performing the communication. There is a listener, or someone receiving the communication.
    There is a message, information that the subject wants to convey to the listener. And finally,
    there is a means of delivery – the tools the subject uses to send their message.

    As a subject, both your message and your means of delivery rely heavily on your relationship
    with your listener. And whether you work in a massive corporation or a startup out of your
    garage, you will invariably have to interact with people. Perhaps your listener is a customer
    that you hope will buy your product or service. Maybe they are a coworker whose insights you
    need to complete a project. In any case, you cannot simply send a message and hope they
    act on it. If you want the listener to accept your message, they need to want to listen to you.
    You have to give them a reason to want to listen. That may be easy to do with a colleague
    that you have known for years. It is a lot harder to accomplish with a new coworker that you
    have never met before.

    Regardless of who your listener is, you have to find a way to engage them. You need to
    establish trust between the two of you. You need to let them know you value their input and
    response. In short, you need to empathize with them.

    Enhancing Your Empathy

    In the business world, empathy is often considered a “soft skill.” It is the ability to see and to
    feel what another person is experiencing from their perspective. Please note that empathy is
    not the same as sympathy. Sympathy simply entails acknowledging someone else’s feelings.
    Empathy involves actually taking on those feelings. As PureMatter CEO Bryan Kramer puts it,
    “Instead of feeling with someone, you’re feeling for them. You’re experiencing a fraction of
    their emotions and feelings because you see things from their perspective.”1

    1 Bryan Kramer, “The Critical Difference between Sympathy and Empathy,” Forbes, August 13, 2018,
    https://www.forbes.com/sites/forbescoachescouncil/2018/08/13/the-critical-difference-between-sympathy-and-
    empathy/#616a6a6d16a3.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 3 of 6

    Empathy is a critical addition to your leadership skillset. When you connect with someone and
    really understand their feelings and perspectives, you increase their relationship buy-in. They
    will want to work with you and to accomplish a shared goal. To use Jack’s phrase, that is how
    you get “every brain in the game.” Empathy is also important for handling more difficult
    conversations. If you recognize the source of someone’s emotions, you can relate to them
    more easily. You better understand what discourages them and what motivates them. You
    implicitly validate their feelings. Empathy, when you use it well, engenders respect.

    The importance of empathy cannot be overstated, but we do not see it as often as we should.
    Businessolver, a benefits technology company, conducts an annual State of Workplace
    Empathy study. Through polling, the company evaluates how empathetic American
    businesses are. In their 2019 report, 92% of CEOs surveyed said their organizations were
    empathetic. Only 72% of employees agreed.2 Think about it and be honest with yourself. How
    often do you feel as if your supervisor actively listens to you? Conversely, if you are a
    supervisor, how often do you demonstrate that you appreciate your employees’ input?
    Whether or not the leaders and managers at your company are empathetic plays a major role
    in determining the amount of time and effort employees put into their work. It can even
    determine whether employees stay with your company at all!

    It is up to you, as both a communicator and a listener, to ensure that your interactions are
    empathetic. Fortunately, there is a plethora of verbal and nonverbal techniques you can use
    to connect more effectively with your colleagues and customers.

    Speaking with Empathy

    The key to communicating empathetically is remembering that communication is not – and
    cannot be – just about you. Your message needs to be relevant to both you and your listener.
    There are simple methods that will persuade your listener to invest in the message. One very
    subtle trick is to avoid using first person singular pronouns, such as “me” and “my.” Telling

    2 Rae Shanahan, “The 2019 State of Workplace Empathy Study: the Competitive Edge Leaders Are Missing,”
    Businessolver, March 28, 2019, https://blog.businessolver.com/the-2019-state-of-workplace-empathy-study-the-
    competitive-edge-leaders-are-missing.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 4 of 6

    someone, “I need to organize last month’s invoices” is not a productive way to communicate.
    That sentence only highlights your own needs. Your listener is left asking themselves, “So
    what?” Telling someone, “We need to organize last month’s invoices” is much more
    collaborative. It indicates that organizing last month’s invoices is a shared goal that is both
    your responsibility and theirs.

    Your listener will be more inclined to receive your message if they feel that they can talk with
    you. This is where your social skills come into play. Find quick moments during the day to
    interact with people. This includes arriving early for meetings and never discounting the value
    of water cooler talk. This shows others you are not “too busy” to talk with them. And if you are
    a supervisor and you have an “open door” policy, make sure your office door is actually open!

    Conversations should never just be about yourself. Demonstrate your curiosity about your
    listener by asking lots of questions. Try not to ask closed questions to which there are limited
    answers. The question, “Did you like the boss’s presentation?” really only has two answers,
    neither of which are terribly insightful. Definitely avoid asking leading questions which imply
    an answer. When you say, “You did not like the boss’s presentation, did you?” you
    subliminally force the listener to answer in a way they may not agree with. “How was the
    boss’s presentation?” is a better question, but the listener does not have to give a detailed or
    thoughtful answer; they can just say, “It was good.” Instead, ask a more complex question
    that forces the listener to think and give you a thoughtful answer. A question like, “What was
    your favorite part of the boss’s presentation?” would be a great example.

    The words you use matter when talking to someone, but so does your body language. Your
    listener will be more receptive if you come across as open, welcoming, curious, and
    appreciative. Look the other person in the eye at all times. This shows that you value their
    response. Stand close to your listener, but not too close. You want to show them that their
    presence is important, while still respecting their personal space. Do not cross your arms.
    This stance “shuts you off” and makes you look forbidding. As we mentioned in last week’s
    lecture, never look at your phone while talking to someone face to face. And unless you are
    delivering seriously bad news, maintain a relaxed smile.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 5 of 6

    Listening with Empathy

    Good communication is not just about imparting information. It is about receiving information,
    too. Conveying your message effectively is certainly important. But it is equally important to
    listen when the other person talks. When they feel heard, they are more receptive to your
    message, more likely to build rapport with you, and more likely to become an active ally in
    addressing the issues at hand. Both you and your listener can thus exchange information and
    arrive at a collaborative solution. In his TEDx Talk “The Power of Listening,” negotiations
    expert William Ury says that listening “… may be the cheapest concession we can make in a
    negotiation. It costs us nothing, and it brings huge benefits. Listening may be the golden key
    that opens the door to human relationship.”3

    Remember, though, that there is a big difference between listening to someone and hearing
    them. When you hear someone, all you do is acknowledge that they are talking. You do not
    force yourself to be present, and neither of you truly connects with the other. If you have a
    conversation with someone, and you cannot remember exactly what they said five minutes
    later, you heard them, but you did not actually listen in an attentive way.

    Properly listening to someone requires more than mere acknowledgement, and it takes
    practice. You should absorb what they say, while gleaning new information and finding ways
    to relate to them. Never assume you already know or understand what the other person is
    saying. The next time someone is talking to you, periodically respond with what you think they
    are saying. This is useful for two reasons. First, it gives the other person an opportunity to
    confirm your understanding or correct it if needed. Second, it demonstrates that you are
    making an effort to understand them. It shows that you are present and that you value them.

    When you listen, the other person should do most of the talking. This means a lot of your
    responsive communication will be nonverbal. Looking the other person directly in the eye
    helps demonstrate that you are present, as does refraining from fidgeting with your hands,
    clothes, or office supplies. Make a conscious effort not to seem imposing. Stand or sit close to
    the other person, instead of standing on the other side of the room or sitting behind a big

    3 TEDx Talks, “The Power of Listening | William Ury | TEDxSanDiego,” YouTube, January 7, 2015,
    https://www.youtube.com/watch?v=saXfavo1OQo&feature=emb_logo.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 6 of 6

    desk. These steps are particularly important if you are a supervisor talking to one of your
    employees. Psychologist Dolly Chugh explains that: “… when you are in a low-power role,
    you are really good at reading nonverbal cues, remembering more of what was said, being
    attentive, because you have more of a need from a survival standpoint.”4 So, if you are a
    leader, your position of authority may reduce the impetus to be attentive, but it is important to
    make a conscious effort to do so. Remember that your listening skills should make the other
    person feel empowered, not disparaged or endangered.

    Looking Ahead

    In this lecture, we explored the importance of effective interpersonal communication in business.
    We learned why empathy is such a critical component of your communications, as well as how
    to demonstrate it when you speak and listen. Every interaction you have is an opportunity to
    connect with others. Being authentic and present will build strong relationships and inspire your
    colleagues. Everyone in your team or your company will be better positioned to win.

    In the next lecture, we will explore the foundations of intercultural communication. We will delve
    into the components of culture, as well as the cultural variables people exhibit in their behavior
    at work. We will also enhance our understanding of how to communicate with colleagues from
    different backgrounds and cultures.

    4 Businessolver, “Rewards Multiply with Workplace Empathy,” The Washington Post, n.d.,
    https://www.washingtonpost.com/sf/brand-connect/businessolver/rewards-multiply-with-workplace-empathy/.

    **Discussion2Communications.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2communications-jpeg)

    **## TrainingtoAvoidCommunicationBreakdowns.pdf**

    Copyright of Training is the property of Lakewood Media Group LLC and its content may not
    be copied or emailed to multiple sites or posted to a listserv without the copyright holder's
    express written permission. However, users may print, download, or email articles for
    individual use.

    **## JWI505Week2LectureNotes.pdf**

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 1 of 6

    Interpersonal Communication

    What It Means

    As a leader, you own one hundred percent of your relationships. You do not have the luxury
    of waiting for other people to meet you halfway, and they are not responsible for maintaining
    your relationships with them. If you want engaged colleagues and collaborators, you must
    take responsibility. It is up to you to inspire, to motivate, and to build strong ties with others.

    Your success depends on the strength of your relationships with your colleagues. These are
    your collaborators, the people who can support your goals and help you realize them. People
    will engage with you and follow you based on who you are, not just what you do. You cannot
    tell others how to feel – you can only lead by example, openly and generously.

    In this lecture, you will learn how to strengthen your interpersonal communication skills. We
    will describe the qualities you need to demonstrate in each of your interactions, as well as
    how to express yourself verbally and nonverbally. We will also explore the skill of active
    listening and distinguish communication styles for different audiences.

    Why It Matters

    • Much of your efficacy as a leader depends on how you engage with and inspire
    others.

    • You can only create strong relationships when others feel that you listen to and
    empathize with them.

    • Leaders interact with a wide range of people and must tailor their messages
    effectively.

    “Empathy and social skills are social intelligence, the interpersonal part of emotional
    intelligence. That’s why they look alike.”

    Daniel Goleman

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 2 of 6

    Interpersonal Relationships

    There are four elements to any communicative action. There is always a subject, or someone
    performing the communication. There is a listener, or someone receiving the communication.
    There is a message, information that the subject wants to convey to the listener. And finally,
    there is a means of delivery – the tools the subject uses to send their message.

    As a subject, both your message and your means of delivery rely heavily on your relationship
    with your listener. And whether you work in a massive corporation or a startup out of your
    garage, you will invariably have to interact with people. Perhaps your listener is a customer
    that you hope will buy your product or service. Maybe they are a coworker whose insights you
    need to complete a project. In any case, you cannot simply send a message and hope they
    act on it. If you want the listener to accept your message, they need to want to listen to you.
    You have to give them a reason to want to listen. That may be easy to do with a colleague
    that you have known for years. It is a lot harder to accomplish with a new coworker that you
    have never met before.

    Regardless of who your listener is, you have to find a way to engage them. You need to
    establish trust between the two of you. You need to let them know you value their input and
    response. In short, you need to empathize with them.

    Enhancing Your Empathy

    In the business world, empathy is often considered a “soft skill.” It is the ability to see and to
    feel what another person is experiencing from their perspective. Please note that empathy is
    not the same as sympathy. Sympathy simply entails acknowledging someone else’s feelings.
    Empathy involves actually taking on those feelings. As PureMatter CEO Bryan Kramer puts it,
    “Instead of feeling with someone, you’re feeling for them. You’re experiencing a fraction of
    their emotions and feelings because you see things from their perspective.”1

    1 Bryan Kramer, “The Critical Difference between Sympathy and Empathy,” Forbes, August 13, 2018,
    https://www.forbes.com/sites/forbescoachescouncil/2018/08/13/the-critical-difference-between-sympathy-and-
    empathy/#616a6a6d16a3.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 3 of 6

    Empathy is a critical addition to your leadership skillset. When you connect with someone and
    really understand their feelings and perspectives, you increase their relationship buy-in. They
    will want to work with you and to accomplish a shared goal. To use Jack’s phrase, that is how
    you get “every brain in the game.” Empathy is also important for handling more difficult
    conversations. If you recognize the source of someone’s emotions, you can relate to them
    more easily. You better understand what discourages them and what motivates them. You
    implicitly validate their feelings. Empathy, when you use it well, engenders respect.

    The importance of empathy cannot be overstated, but we do not see it as often as we should.
    Businessolver, a benefits technology company, conducts an annual State of Workplace
    Empathy study. Through polling, the company evaluates how empathetic American
    businesses are. In their 2019 report, 92% of CEOs surveyed said their organizations were
    empathetic. Only 72% of employees agreed.2 Think about it and be honest with yourself. How
    often do you feel as if your supervisor actively listens to you? Conversely, if you are a
    supervisor, how often do you demonstrate that you appreciate your employees’ input?
    Whether or not the leaders and managers at your company are empathetic plays a major role
    in determining the amount of time and effort employees put into their work. It can even
    determine whether employees stay with your company at all!

    It is up to you, as both a communicator and a listener, to ensure that your interactions are
    empathetic. Fortunately, there is a plethora of verbal and nonverbal techniques you can use
    to connect more effectively with your colleagues and customers.

    Speaking with Empathy

    The key to communicating empathetically is remembering that communication is not – and
    cannot be – just about you. Your message needs to be relevant to both you and your listener.
    There are simple methods that will persuade your listener to invest in the message. One very
    subtle trick is to avoid using first person singular pronouns, such as “me” and “my.” Telling

    2 Rae Shanahan, “The 2019 State of Workplace Empathy Study: the Competitive Edge Leaders Are Missing,”
    Businessolver, March 28, 2019, https://blog.businessolver.com/the-2019-state-of-workplace-empathy-study-the-
    competitive-edge-leaders-are-missing.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 4 of 6

    someone, “I need to organize last month’s invoices” is not a productive way to communicate.
    That sentence only highlights your own needs. Your listener is left asking themselves, “So
    what?” Telling someone, “We need to organize last month’s invoices” is much more
    collaborative. It indicates that organizing last month’s invoices is a shared goal that is both
    your responsibility and theirs.

    Your listener will be more inclined to receive your message if they feel that they can talk with
    you. This is where your social skills come into play. Find quick moments during the day to
    interact with people. This includes arriving early for meetings and never discounting the value
    of water cooler talk. This shows others you are not “too busy” to talk with them. And if you are
    a supervisor and you have an “open door” policy, make sure your office door is actually open!

    Conversations should never just be about yourself. Demonstrate your curiosity about your
    listener by asking lots of questions. Try not to ask closed questions to which there are limited
    answers. The question, “Did you like the boss’s presentation?” really only has two answers,
    neither of which are terribly insightful. Definitely avoid asking leading questions which imply
    an answer. When you say, “You did not like the boss’s presentation, did you?” you
    subliminally force the listener to answer in a way they may not agree with. “How was the
    boss’s presentation?” is a better question, but the listener does not have to give a detailed or
    thoughtful answer; they can just say, “It was good.” Instead, ask a more complex question
    that forces the listener to think and give you a thoughtful answer. A question like, “What was
    your favorite part of the boss’s presentation?” would be a great example.

    The words you use matter when talking to someone, but so does your body language. Your
    listener will be more receptive if you come across as open, welcoming, curious, and
    appreciative. Look the other person in the eye at all times. This shows that you value their
    response. Stand close to your listener, but not too close. You want to show them that their
    presence is important, while still respecting their personal space. Do not cross your arms.
    This stance “shuts you off” and makes you look forbidding. As we mentioned in last week’s
    lecture, never look at your phone while talking to someone face to face. And unless you are
    delivering seriously bad news, maintain a relaxed smile.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 5 of 6

    Listening with Empathy

    Good communication is not just about imparting information. It is about receiving information,
    too. Conveying your message effectively is certainly important. But it is equally important to
    listen when the other person talks. When they feel heard, they are more receptive to your
    message, more likely to build rapport with you, and more likely to become an active ally in
    addressing the issues at hand. Both you and your listener can thus exchange information and
    arrive at a collaborative solution. In his TEDx Talk “The Power of Listening,” negotiations
    expert William Ury says that listening “… may be the cheapest concession we can make in a
    negotiation. It costs us nothing, and it brings huge benefits. Listening may be the golden key
    that opens the door to human relationship.”3

    Remember, though, that there is a big difference between listening to someone and hearing
    them. When you hear someone, all you do is acknowledge that they are talking. You do not
    force yourself to be present, and neither of you truly connects with the other. If you have a
    conversation with someone, and you cannot remember exactly what they said five minutes
    later, you heard them, but you did not actually listen in an attentive way.

    Properly listening to someone requires more than mere acknowledgement, and it takes
    practice. You should absorb what they say, while gleaning new information and finding ways
    to relate to them. Never assume you already know or understand what the other person is
    saying. The next time someone is talking to you, periodically respond with what you think they
    are saying. This is useful for two reasons. First, it gives the other person an opportunity to
    confirm your understanding or correct it if needed. Second, it demonstrates that you are
    making an effort to understand them. It shows that you are present and that you value them.

    When you listen, the other person should do most of the talking. This means a lot of your
    responsive communication will be nonverbal. Looking the other person directly in the eye
    helps demonstrate that you are present, as does refraining from fidgeting with your hands,
    clothes, or office supplies. Make a conscious effort not to seem imposing. Stand or sit close to
    the other person, instead of standing on the other side of the room or sitting behind a big

    3 TEDx Talks, “The Power of Listening | William Ury | TEDxSanDiego,” YouTube, January 7, 2015,
    https://www.youtube.com/watch?v=saXfavo1OQo&feature=emb_logo.

    JWI 505: Business Communications and Executive Presence
    Week 2 Lecture Notes

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
    copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

    JWI 505 – Lecture Notes (1206) Page 6 of 6

    desk. These steps are particularly important if you are a supervisor talking to one of your
    employees. Psychologist Dolly Chugh explains that: “… when you are in a low-power role,
    you are really good at reading nonverbal cues, remembering more of what was said, being
    attentive, because you have more of a need from a survival standpoint.”4 So, if you are a
    leader, your position of authority may reduce the impetus to be attentive, but it is important to
    make a conscious effort to do so. Remember that your listening skills should make the other
    person feel empowered, not disparaged or endangered.

    Looking Ahead

    In this lecture, we explored the importance of effective interpersonal communication in business.
    We learned why empathy is such a critical component of your communications, as well as how
    to demonstrate it when you speak and listen. Every interaction you have is an opportunity to
    connect with others. Being authentic and present will build strong relationships and inspire your
    colleagues. Everyone in your team or your company will be better positioned to win.

    In the next lecture, we will explore the foundations of intercultural communication. We will delve
    into the components of culture, as well as the cultural variables people exhibit in their behavior
    at work. We will also enhance our understanding of how to communicate with colleagues from
    different backgrounds and cultures.

    4 Businessolver, “Rewards Multiply with Workplace Empathy,” The Washington Post, n.d.,
    https://www.washingtonpost.com/sf/brand-connect/businessolver/rewards-multiply-with-workplace-empathy/.

    **Discussion2Communications.jpeg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/discussion2communications-jpeg)

  • [Solved] Managing Organizational Change

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    3-5 pages Tech Health Solutions encourages risk taking and innovation. The marketing team is eager to launch a new artificial intelligence (AI) product, causing tensions among team members. Some think that pushing boundaries is the key to success, whereas others worry that it might lead to unethical…

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    Assignment Prompt & Instructions

    3-5 pages

    Tech Health Solutions encourages risk taking and innovation. The marketing team is eager to launch a new artificial intelligence (AI) product, causing tensions among team members. Some think that pushing boundaries is the key to success, whereas others worry that it might lead to unethical actions or damage the company's reputation. As the new manager, your job is to help the team work together to find the best solution.

    _Influence tactics_ are ways managers try to motivate employees to do something in a team or group. Using these tactics well can help managers do the following:

    – Reach goals
    – Support projects
    – Change how team members act
    – Create a cooperative and creative work environment

    Understanding these tactics is the first step to handling this situation. Watch the following video before completing the assignment: [Influence Tactics in Organizational Behavior](https://youtu.be/K3_L9W5_lQY?si=WsVTW9zzbY5hv2vc).

    In your solution include the following:

    – Define 2–3 influence tactics used in the workplace and explain how leaders can use different influence tactics to motivate their team members.
    – Think of a situation in which a leader's influence positively or negatively impacted the team's performance. What tactics did they use? Explain whether it was positive or negative.
    – Describe 2–3 contingencies (e.g., organizational culture, the relationship that a leader has with team, the type of power a leader may have, or individual personalities) that might affect the success or failure of influence tactics.

    – 2 years ago

  • [Solved] Human Resource Management Assignment 5

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    Executive Solution Overview

    ## Instructions **Counseling Session Forms** Before recording your counseling session, fill out the case conceptualization and clinical assessment forms, along with a treatment plan. Use the forms as a guide throughout your session and refer to key points within the documents during your role play v…

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    Assignment Prompt & Instructions

    ## Instructions

    **Counseling Session Forms**

    Before recording your counseling session, fill out the case conceptualization and clinical assessment forms, along with a treatment plan. Use the forms as a guide throughout your session and refer to key points within the documents during your role play video.

    **Form 1:** [Cross-Theoretical Systemic Case Conceptualization 3.0](https://fscj.instructure.com/courses/101117/files/14920178?wrap=1 "HUS3351-Case-Conceptualization-Systemic-2021.docx") download.

    **Form 2:** [Clinical Assessment 3.0](https://fscj.instructure.com/courses/101117/files/14920179?wrap=1 "HUS3351-Clinical-Assessment.docx") download.

    **Form 3:** [Treatment Plan 3.0](https://fscj.instructure.com/courses/101117/files/14920180?wrap=1 "HUS3351-Treatment-Plan-3.0-w-Measures.docx") download.

    _Optional: You may also download these and other forms for future use by signing up for_ [_Free Clinical Forms and Resources_](https://www.therapythatworksinstitute.com/books) _from Dr. Gehart’s site._

    **Role Play Video**

    You may want to develop a script to follow before recording your video. The Role Play Video Project will be an opportunity for you to apply your knowledge of the theoretical foundations and techniques of family therapy. You will set up a mock counseling session with a family member or friend, interview them about hypothetical issues, and apply some of the therapeutic concepts and interventions that you have found to be the most useful throughout this course. You will also record your 10 minute counseling session. During your counseling session, include a case conceptualizing discussion of what is going on with the client, their background information, a professional assessment of the situation, and the details regarding the treatment plan that you recommend.

    Your interview may be shared with others in the class; therefore, to maintain confidentiality, please do not disclose any actual existing personal problems or issues related to your family member or friend during the mock counseling session. Instead, you will use hypothetical scenarios to guide your conversation during the interview process. Please refer to the text for ideas if you would like to use some of the presented scenarios.

    **YouTube Upload and Transcript**

    After you have recorded your session, you will upload your video file to YouTube and add captioning (subtitles). Remember to keep your video length no longer than 10 minutes so that you can upload your video to YouTube without having to create a verified account. Please use the following steps to create your YouTube video:

    01. Sign in to (or create) your Gmail Account.
    02. Once logged in, visit youtube.com, select your Gmail profile picture on the top right-hand side of the screen, and then select _create a channel_ in the drop-down box.
    03. After your YouTube channel is created, select _Your Videos_ on the left-hand side of the screen to get to your YouTube channel’s content.
    04. Select the _Create_ button on the top right-hand side of the screen.
    05. Select _Upload Videos_.
    06. Select the _Select Files_ and double-click on the file you would like to upload (this takes a while to process).
    07. Add a Title, select _Next_.
    08. In the Audience section, select _No, it’s not made for kids_, then select _Next_.
    09. Select _Add Subtitles_ and select how you would like to add closed captioning (subtitles); auto-sync should be easiest for you. Select _Auto-sync_, then cut and paste a script of your text into the text box, make corrections as needed, or type your script as you watch the video.
    10. Select _Next_ until you get to the Visibility section, then select _Unlisted_ so that only anyone with a link to the video can view it.
    11. Select _Save_ and then select your video to ensure the closed captioning (CC) was completed properly.

    ## Submission

    All assignments must be submitted through the online course for grading. This assignment requires a file upload submission. You will submit all three completed forms (i.e., case conceptualization, clinical assessment, and treatment plan), a Word document with a link to your Role Play YouTube Video, and a transcript of your captioning (subtitles). You should have a total of five documents to upload. After you have reviewed the assignment instructions and rubric, as applicable, complete your submission by selecting the Submit Assignment button next to the assignment title. Browse for your file and remember to select the Submit Assignment button below the file to complete your submission. Review the confirmation annotation that presents after submission.

    – 2 years ago

  • [Solved] HUM 6100 Week 1 Journal

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    see attached – 2 years ago **files (1)** – ## HUM6100Week1Journal.docx **## HUM6100Week1Journal.docx** Group Formation Prior to working on this journal, review the [_Groups as Systems Fact Sheet_](https://uagc.instructure.com/courses/145114/files/23094779?wrap=1) [Download Groups as Systems Fact She…

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    Assignment Prompt & Instructions

    see attached

    – 2 years ago

    **files (1)**

    – ## HUM6100Week1Journal.docx

    **## HUM6100Week1Journal.docx**

    Group Formation

    Prior to working on this journal, review the
    [_Groups as Systems Fact Sheet_](https://uagc.instructure.com/courses/145114/files/23094779?wrap=1) [Download Groups as Systems Fact Sheet](https://uagc.instructure.com/courses/145114/files/23094779/download?download_frd=1).

    Zajonc states, “Synergy can take either a physical or a mental form. The physical presence of others is often arousing, so more work is accomplished. Even ants work harder when there is more than one on the job” (Henman). In the mental sense, synergy forms when a type of collective intelligence and shared memory begins to develop as the group matures.

    Now, reflect on your own experiences to explore how this concept applies in real-life group dynamics.

    · Describe a group experience where you observed a shift to synergy within your group. (Examples could include working at a human services agency, another occupation, serving on a committee, participating in a college or high school group, or even an experience with a group of friends.)

    · Describe this experience as vividly as possible, with plenty of detail and a thorough analysis of the contributions made by many group members to attaining synergy that you can recall.

    **This assignment should consist of 350–500 words**. While additional sources are not required, you must cite and reference the required reading in your work if you have integrated any thoughts, ideas, or quotes from the material.

    **Required Resources/Text**

    Required Text

    Adams, K. L., Galanes, G., & Hoelscher, C. S. (2021).
    [_Communicating in groups: Applications and skills_](https://uagc.instructure.com/courses/145114/modules/items/7400781)(11th ed.). McGraw Hill.

    · The full-text version of this ebook is available through the RedShelf platform.

    Books

    Linabary, J. (2020).
    _Small group communication_. Pressbooks. https://pressbooks.pub/smallgroup

    Polites, A. (2021).
    _Dynamics of group communication_. Pressbooks. https://cod.pressbooks.pub/dogc

    Tennant, K., Long, A., & Toney-Butler, T. J. (2023).
    [Active listeningLinks to an external site.](https://www.ncbi.nlm.nih.gov/books/NBK442015). In
    _StatPearls_. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK442015

    Articles

    Fletcher, E. H., & Kalofonos, I. (2022).
    [Adaptation of a hearing voices group facilitation training for VA stakeholdersLinks to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/2ttenk37gf).
    _Community Mental Health Journal_,
    _58_, 1592–1604. https://doi.org/10.1007/s10597-022-00975-1

    Frederick, J. (2006).
    [Understanding juror’s nonverbal communicationLinks to an external site.](https://thejuryexpert.com/wp-content/uploads/TJEVol18Num3_Mar2006.pdf).
    _The Jury Expert_,
    _18_(3), 1–13. https://thejuryexpert.com/wp-content/uploads/TJEVol18Num3_Mar2006.pdf

    Klug, M., & Bagrow, J. P. (2016).
    [Understanding the group dynamics and success of teamsLinks to an external site.](https://pmc.ncbi.nlm.nih.gov/articles/PMC4852640).
    _Royal Society Open Science_,
    _3_(4), Article 160007. https://doi.org/10.1098/rsos.160007

    Landry, L. (2019, October 23).
    [Emotional intelligence skills: What they are & how to develop themLinks to an external site.](https://online.hbs.edu/blog/post/emotional-intelligence-skills).
    _Harvard Business School Online_. https://online.hbs.edu/blog/post/emotional-intelligence-skills

    Lewis, B. (2024, February 1).
    [Teamwork alone doesn’t guarantee success: Personality is a major factor in team performanceLinks to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/t4kw74jvbr).
    _TD Magazine_,
    _78_(2), 14.

    Wicks, J., Nakisher, S., & Grimm, L. (2024).
    [Emotional intelligence (EI)Links to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/mu5b4y5ptj). Salem Press Encyclopedia of Health.

    Multimedia

    Active Presence. (2013, October 7).
    [_Facilitation skills: Best & worst facilitator practices_ Links to an external site.](https://www.youtube.com/watch?v=C0s85huv1AE) [Video]. YouTube. https://youtu.be/C0s85huv1AE

    Khan Academy [Khanacademymedicine]. (2014, February 11).
    [_Conformity and groupthink | Behavior | MCAT | Khan Academy_ Links to an external site.](https://www.youtube.com/watch?v=ds3-ljxTRvo)[Video]. YouTube. https://youtu.be/ds3-ljxTRvo

    Navarro, J [Joe Navarro Behavior Expert]. (2023, December 8).
    [_Why does body language matter? | Joe Navarro_ Links to an external site.](https://www.youtube.com/watch?v=2H2CW7Hcq3Q) [Video]. YouTube. https://youtu.be/2H2CW7Hcq3Q

    TEDx Talks. (2017, December 19).
    [_Increase your self-awareness with one simple fix | Tasha Eurich | TEDxMileHigh_ Links to an external site.](https://www.youtube.com/watch?v=tGdsOXZpyWE) [Video]. YouTube. https://youtu.be/tGdsOXZpyWE

    The University of Arizona Global Campus. (2025).
    [_What is nonverbal communication?_ Links to an external site.](https://uagc.mediaspace.kaltura.com/media/HUM6100++%7C+Week+02+%7C+What+Is+Nonverbal+Communication+/1_bv2nt69w) [Video]. Kaltura. https://uagc.mediaspace.kaltura.com/media/HUM6100++%7C+Week+02+%7C+What+Is+Nonverbal+Communication+/1_bv2nt69w

    **## HUM6100Week1Journal.docx**

    Group Formation

    Prior to working on this journal, review the
    [_Groups as Systems Fact Sheet_](https://uagc.instructure.com/courses/145114/files/23094779?wrap=1) [Download Groups as Systems Fact Sheet](https://uagc.instructure.com/courses/145114/files/23094779/download?download_frd=1).

    Zajonc states, “Synergy can take either a physical or a mental form. The physical presence of others is often arousing, so more work is accomplished. Even ants work harder when there is more than one on the job” (Henman). In the mental sense, synergy forms when a type of collective intelligence and shared memory begins to develop as the group matures.

    Now, reflect on your own experiences to explore how this concept applies in real-life group dynamics.

    · Describe a group experience where you observed a shift to synergy within your group. (Examples could include working at a human services agency, another occupation, serving on a committee, participating in a college or high school group, or even an experience with a group of friends.)

    · Describe this experience as vividly as possible, with plenty of detail and a thorough analysis of the contributions made by many group members to attaining synergy that you can recall.

    **This assignment should consist of 350–500 words**. While additional sources are not required, you must cite and reference the required reading in your work if you have integrated any thoughts, ideas, or quotes from the material.

    **Required Resources/Text**

    Required Text

    Adams, K. L., Galanes, G., & Hoelscher, C. S. (2021).
    [_Communicating in groups: Applications and skills_](https://uagc.instructure.com/courses/145114/modules/items/7400781)(11th ed.). McGraw Hill.

    · The full-text version of this ebook is available through the RedShelf platform.

    Books

    Linabary, J. (2020).
    _Small group communication_. Pressbooks. https://pressbooks.pub/smallgroup

    Polites, A. (2021).
    _Dynamics of group communication_. Pressbooks. https://cod.pressbooks.pub/dogc

    Tennant, K., Long, A., & Toney-Butler, T. J. (2023).
    [Active listeningLinks to an external site.](https://www.ncbi.nlm.nih.gov/books/NBK442015). In
    _StatPearls_. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK442015

    Articles

    Fletcher, E. H., & Kalofonos, I. (2022).
    [Adaptation of a hearing voices group facilitation training for VA stakeholdersLinks to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/2ttenk37gf).
    _Community Mental Health Journal_,
    _58_, 1592–1604. https://doi.org/10.1007/s10597-022-00975-1

    Frederick, J. (2006).
    [Understanding juror’s nonverbal communicationLinks to an external site.](https://thejuryexpert.com/wp-content/uploads/TJEVol18Num3_Mar2006.pdf).
    _The Jury Expert_,
    _18_(3), 1–13. https://thejuryexpert.com/wp-content/uploads/TJEVol18Num3_Mar2006.pdf

    Klug, M., & Bagrow, J. P. (2016).
    [Understanding the group dynamics and success of teamsLinks to an external site.](https://pmc.ncbi.nlm.nih.gov/articles/PMC4852640).
    _Royal Society Open Science_,
    _3_(4), Article 160007. https://doi.org/10.1098/rsos.160007

    Landry, L. (2019, October 23).
    [Emotional intelligence skills: What they are & how to develop themLinks to an external site.](https://online.hbs.edu/blog/post/emotional-intelligence-skills).
    _Harvard Business School Online_. https://online.hbs.edu/blog/post/emotional-intelligence-skills

    Lewis, B. (2024, February 1).
    [Teamwork alone doesn’t guarantee success: Personality is a major factor in team performanceLinks to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/t4kw74jvbr).
    _TD Magazine_,
    _78_(2), 14.

    Wicks, J., Nakisher, S., & Grimm, L. (2024).
    [Emotional intelligence (EI)Links to an external site.](https://research.ebsco.com/c/6cb5lq/viewer/html/mu5b4y5ptj). Salem Press Encyclopedia of Health.

    Multimedia

    Active Presence. (2013, October 7).
    [_Facilitation skills: Best & worst facilitator practices_ Links to an external site.](https://www.youtube.com/watch?v=C0s85huv1AE) [Video]. YouTube. https://youtu.be/C0s85huv1AE

    Khan Academy [Khanacademymedicine]. (2014, February 11).
    [_Conformity and groupthink | Behavior | MCAT | Khan Academy_ Links to an external site.](https://www.youtube.com/watch?v=ds3-ljxTRvo)[Video]. YouTube. https://youtu.be/ds3-ljxTRvo

    Navarro, J [Joe Navarro Behavior Expert]. (2023, December 8).
    [_Why does body language matter? | Joe Navarro_ Links to an external site.](https://www.youtube.com/watch?v=2H2CW7Hcq3Q) [Video]. YouTube. https://youtu.be/2H2CW7Hcq3Q

    TEDx Talks. (2017, December 19).
    [_Increase your self-awareness with one simple fix | Tasha Eurich | TEDxMileHigh_ Links to an external site.](https://www.youtube.com/watch?v=tGdsOXZpyWE) [Video]. YouTube. https://youtu.be/tGdsOXZpyWE

    The University of Arizona Global Campus. (2025).
    [_What is nonverbal communication?_ Links to an external site.](https://uagc.mediaspace.kaltura.com/media/HUM6100++%7C+Week+02+%7C+What+Is+Nonverbal+Communication+/1_bv2nt69w) [Video]. Kaltura. https://uagc.mediaspace.kaltura.com/media/HUM6100++%7C+Week+02+%7C+What+Is+Nonverbal+Communication+/1_bv2nt69w