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The audience design framework distinguishes between several kinds of audience types based on three criteria from the perspective of the speaker: known (whether an addressee is known to be part of a speech context), ratified (the speaker acknowledges the listener's presence in the speech context), or addressed (the listener is directly spoken to).
In the BLUF framework, for effective communication, it is necessary to identify the purpose of the communication and share that purpose with the audience (e.g. bosses, workers, and colleagues). In this framework, instead of reporting a detailed chronology of all the events that led up to this point, people first report the BLUF or conclusion ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Leadership analysis is the art of breaking down a leader into basic psychological components for study and use by academics and practitioners. Good leadership analysis is not reductionist, but rather takes into consideration the overall person in the context of the times, society and culture from which they come.
Audience theory offers explanations of how people encounter media, how they use it, and how it affects them. Although the concept of an audience predates modern media, [1] most audience theory is concerned with people’s relationship to various forms of media. There is no single theory of audience, but a range of explanatory frameworks.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
Human-centered design has its origins at the intersection of numerous fields including engineering, psychology, anthropology and the arts. As an approach to creative problem-solving in technical and business fields its origins are often traced to the founding of the Stanford University design program in 1958 by Professor John E. Arnold who first proposed the idea that engineering design should ...
Over the years, many reviewers of trait leadership theory have commented that this approach to leadership is "too simplistic", [41] and "futile". [42] Additionally, scholars have noted that trait leadership theory usually only focuses on how leader effectiveness is perceived by followers [23] rather than a leader's actual effectiveness. [8]