When making that decision

Article Abstract:

Decision-making is a part of managerial work which requires tough choices on the part of managers, leaving some feeling incapable of action or thought. Some of the tension can be alleviated by better understanding the decision-making process. Some decisions should be left to the subconscious mind, and there are even decisions which do not need to be made. The core of good decision-making involves keeping one's sense of perspective, not over-emphasizing the significance of a decision. One should identify the problems, dividing them by type: those which have already happened, those which can be expected, and those which are preventable. Emphasis should be on collecting enough data, exhausting all potential information sources, being careful to select more than just data which meets pre-determined assumptions, and organizing data to make sense.

Decision-making, Decision making, Executives

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When making that presentation

Article Abstract:

Techniques to help supervisors speak effectively are presented. Do not memorize the presentation, working instead from outlines and key words. Try for variety in pitch, avoiding speaking in a monotone. Do not rush through the speech, but rather vary the pace. Watch the audience's reaction to the speech; use an anecdote or a pause if the audience's attention starts to wane. Use short sentences and short words. Make a strong beginning to develop a rapport with the group. At the end of a speech, make a forceful conclusion or summary. Use visual aids if the speech covers a complex subject. Emphasize points by repeating them or pausing, or asking rhetorical questions.

Public speaking

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Making a contribution to meetings

Article Abstract:

There are steps that managers can take before, during, and after meetings to participate in them more effectively. It is important to prepare for the meeting in advance, learn the agenda proposed for the meeting, and arrive at the meeting a few minutes early to visit with other participants. Active listening is the most important interpersonal skill needed to participate in meetings. Another guideline is to be supportive of other people's ideas and make suggestions where appropriate. After the meeting, a report or action plan based on notes taken during the meeting should be drawn up and circulated to the other participants.

Meetings

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