What Makes An Effective Speaker Essays - Rhetoric, Loudspeaker

What Makes An Effective Speaker Day in and day out we are exposed to different types of speakers. On television we see reporters, announcers, and talk show hosts. At school we encounter guest speakers and professors. We may not be asking ourselves if he or she is an effective speaker but unintentionally we are. We need to have effective speakers in order for us to understand what is happening now and what has happened in the past. And also to learn about the old and the new. There are several things to look for in an effective speaker. Some characteristics are personal presentation, knowledge of material, use of language, clarity and projection, and the ability to connect with the audience. Consequently, all those characteristics have an association with one another. In almost every situation when you are presenting yourself, the first thing that an audience looks at is your appearance. The way you present yourself and the body language you use accounts for how the audience perceives you. For example, in the videotaped motivational speech viewed in class, the speaker was dressed in formal attire. If the speaker were wearing torn up denim jeans and a stained T-shirt, the audience would not have perceived him to be informative because of the unprofessional garments. Why would someone want to listen to a person who does not appear to know what he or she is speaking about? Being knowledgeable of the material is also essential to being an effective speaker. As mentioned before, no one wants to listen to a person who is not well informed. Giving speeches should add credentials to your character. One of the main objectives I learned in freshman composition was to identify whether or not the author was credible. The same procedure goes forth in defining an effective speaker. It is basically common sense, you cannot inform others if you do not fully understand what you are informing about. Language has a prominent role in deciphering what makes an effective speaker. Using various sentence structures, figures of speech, and vocabulary, are a few of the features speakers use to hook the audience into his or her speech. Using simple, compound, and complex sentences adds texture to a speech. Using repetition, similes, metaphors, anecdotes, and other figures of speech gives detail to ideas that are hard to explain by comparing it to every day ideas. Using a broad spectrum of vocabulary which has a sense of visual and acoustic involvement can aid the audience to better process your speech. The use of proper vocabulary helps your audience to clearly understand your thoughts. In high school, I was a cheerleader and understood the importance of clarity and projection. Cheering is not like giving a speech, but from a different perspective, a cheerleader and speaker are both trying get a message across to their audience. A speaker must also be clear and loud. When you give a spee ch and emphasize the words, the audience will understand that the information you are giving out is important. We enunciate and project our voices in a manner to specify what needs to be heard. The last and most important characteristic is having the ability to connect with the audience. When giving a speech, we are trying to communicate with a large amount of people with different backgrounds and beliefs. A previous professor my freshman spring semester did not seem to connect with our class. The language he used was complex and his tone of voice was dull. At times we thought he was teaching to himself aloud. On the other hand, from the videotaped presentation seen in class, the speaker used comedy, personal experiences and crowd involvement in order to attract the crowd and keep them attentive. These traits act as a common ground for the audience and the speaker. Every speaker needs to be able to identify a common ground and use that to capture the audience's attention. There are probably several more characteristics that make-up an effective speaker. We can identify that the audience connects all of the characteristics listed. Without having an audience that can understand, there is no reason to speak at all. If I were able to have one characteristic out of the five

Eastern Hellbender essays

Eastern Hellbender essays The eastern hellbender is a very large species of salamander inhabiting the eastern mountains ranges of North America. These salamanders are completely aquatic and can grow to 30 inches in length from head to tail. In the wild, hellbenders inhabit the bottoms of pollution-free, free-flowing rivers and streams. They are mainly found in the Susquehanna River drainage in southern New York and Pennsylvania. Also they can be found in large portions of the Missouri, Ohio, and Mississippi River drainages from western Pennsylvania, southern Ohio, extreme southern Indiana, most of West Virginia, Kentucky, and Tennessee, northern Alabama and Georgia, western North Carolina and Virginia. Hellbenders are nocturnal; they hide under large rocks, logs or other shelter during the day. So large flat rocks would be necessary for their zoo habitat. Also they need a somewhat large habitat; they are not usually found in small creeks and streams. They need a few feet of depth and a rocky bottom to live comfortably. Hellbenders live with many other animals. Fish, crayfish, turtles, snakes and insects are few examples, along with all the plant life and algae. If I were creating a habitat for a zoo that would include my animal, I would try to make it house as many animals as possible. All the animals that I listed above would work well. Even a few animals that use the land at times, as well as the water, could be part of the exhibit. I would make the barrier a simple rock wall on the backside and have glass on the front so that people could see in the water as well as above it. There would be a stream of sorts all the way through the exhibit that ran parallel to the glass so that people could see all along the water. There would be land on the far side of the stream that went up to the rock wall. A good size for the enclosure would be about 30 or 40 feet of a stream which is about 5 to 10 feet wide, and a few feet of land that slopes up to the rock. The ...

Quotes on Funny Thoughts to Make You Smile

Quotes on Funny Thoughts to Make You Smile Have you ever had a funny thought pop into your brain? Maybe you put a couple of things together and realized it told a truth in a quirky way. Our brains often have a natural comedian deep inside and you might even make yourself laugh. Then when you stop and think about thinking, things start getting a little weird. Famous thinkers and witty people might seem to have more funny thoughts, but we have the benefit of only seeing their really good material. You might be inspired by a humorous remark, or hearing about an incident that causes you to giggle. Share your funny thoughts with others and see how you create a riot of laughter around you. If you need some help, read these funny thoughts of well-known people. Will Rogers Everything is funny, as long as its happening to somebody else.   Robert  Frost The brain a wonderful organ.  It starts working the moment you get up in the morning and does not stop until you get into the office. Charles Schulz Sometimes I lie awake at night, and I ask, Where have I gone wrong? Then a voice says to me, This is going to take more than one night. Friedrich Nietzsche All things are subject to interpretation whichever interpretation prevails at a given time is a function of power and not  truth. Miguel de Cervantes Sanity may be madness but the maddest of all is to see life as it is and not as it should be. Norm Papernick Those who can laugh without cause have either found the true meaning of happiness or have gone stark raving mad. Ethel Barrymore You grow up the day you have your first real laugh - at yourself.   Reba McEntire To succeed in life, you need three things: a wishbone, a backbone, and a funnybone.   Isaac Asimov People who think they know everything are a great annoyance to those of us who do. Abraham Lincoln No man has a good enough memory to be a successful liar. Oscar Wilde The public is wonderfully tolerant. It forgives everything except genius. The public have an insatiable curiosity to know everything, except what is worth knowing.   Victor Borge Santa Claus has the right idea - visit people only once a year. Edward Gibbon Beauty is an outward gift which is seldom despised, except by those to whom it has been refused. Quentin Crisp The trouble with children is that theyre not returnable. George Bernard Shaw Love is a gross exaggeration of the difference between one person and everybody else. Joe Namath Until I was thirteen, I thought my name was shut up. Mark Twain While the rest of the species is descended from apes, redheads are descended from cats. Ogden Nash Middle age is when youve met so many people that every new person you meet reminds you of someone else. The Cable Guy You know what the trouble about real life is? Theres no danger music.

STEP Analysis and Market Segmentations for a Motorola Company Essay

STEP Analysis and Market Segmentations for a Motorola Company - Essay Example It is stated that widely distributed sales and system integration teams of Motorola company collaborated by improvised phone, e-mail, and paper processes. Motorola consists of three businesses: Connected Home Solutions, Networks & Enterprise, and Mobile Devices. Connected Home Solutions provides a scalable, integrated end-to-end system for the delivery of broadband services that keeps consumers informed, entertained and connected. Mobile Devices designs, manufactures, sells and services wireless subscriber and server equipment for cellular systems, portable energy storage products and systems, servers and software solutions and related software and accessory products. Networks & Enterprise solutions include secure two-way radio, cellular and wireless broadband systems to meet the needs of public safety, government, private, and service provider and enterprise customer’s world-wide. The researcher then focuses on the analysis of Motorola’s RAZR phone, that is used in mul ti-national business, which is characteristic of a social and cultural worldview today. In relation to Motorola’s RAZR business goals to retain more consumers, it becomes important to look at the improvements and continuations of the company’s strategy. It is concluded then by the researcher of this essay that the Motorola RAZR has identified with innovation, being one of the highest selling products in mobile communications history, that maintain a connection with customer culture and time the release of new products.

History of Florence italy Essay Example | Topics and Well Written Essays - 750 words

History of Florence italy - Essay Example The popes encountered disagreements among themselves due to the difference in political alliances especially between the Italian and French popes who lived in Rome, and Avignon respectively. Any religious believer serving two popes, was intolerable and would be considered as a kin to being in hopeless/helpless passenger in an over speeding driverless automobile that would claim passenger’s life unsympathetically (Bonechi 43). The resolution to the pope issue was settled in a conference organized in 1409 which led to the appointment of a third pope, though the situation continued for a while till one pope settled on in 1417. The new pope led to resilience and creation of the papal state with the headquarters based in Italy. Due to the creation of a papal state all the tithes and funding directed to the church had to be channeled into one coffer, referred to as papal banker based in Florence (Bonechi 49). By the 15th Century Florence had already been famous and prosperous historically with fortunes in the banking industry and wool trades. However, the Black Death had wiped out the Italian population in the 14th century which resulted in bankruptcy of two banks. This led to occasional famine and civil unrest coupled with plague outbreak episodes and calamities which wobbled and shook Florence and its economy for a while (Bonechi 15). During the famine and economic strive, Florentines declined to be dominated by others, leading to repulsion of both Naples and Milan’s unwelcoming advancement. Due to the repulsion, Florence gained more power than it had during the pre- Plague forging ahead to secure Pisa as one of its port (this was a geographical item which Florence had not enjoyed previously) (Bonechi 38). During the third competition, the humanist believed that man was purportedly created in the image of God (Judea Christian) and given the ability to balance ideas in a meaningful manner.

Womens Behavior in Coleridges Christabel and Brownings My Last Duchess :: My Last Duchess Essays

Women's Behavior in Coleridge's Christabel and Browning's My Last Duchess      Ã‚   Samuel Taylor Coleridge and Robert Browning wrote in two different eras.   Ã‚  Ã‚  Ã‚  Ã‚   Coleridge's "Christabel" and Browning's "My Last Duchess" both deal with   Ã‚  Ã‚  Ã‚  Ã‚   women's sexuality. The women of the poems are both presented as having   Ã‚  Ã‚  Ã‚  Ã‚   sinned. Christabel's own belief that she has sinned is based on how a   Ã‚  Ã‚  Ã‚  Ã‚   woman of her time was supposed to behave. The Duchess's sin is that she   Ã‚  Ã‚  Ã‚  Ã‚   violates the code of conduct for a noble wife. Yet, can the modern reader   Ã‚  Ã‚  Ã‚  Ã‚   really feel these women did anything wrong? The only sin in these two   Ã‚  Ã‚  Ã‚  Ã‚   poems is that women are supposed to suppress their emotions. The real   Ã‚  Ã‚  Ã‚  Ã‚   problem is that they defied the idea that women are not supposed to be as   Ã‚  Ã‚  Ã‚  Ã‚   sexually open as men. A woman was only to behave as these two women did   Ã‚  Ã‚  Ã‚  Ã‚   towards their husband, and even with him do so behind closed doors. Women   Ã‚  Ã‚  Ã‚  Ã‚   were to serve as the "Angel in the House" both of these women defy that   Ã‚  Ã‚  Ã‚  Ã‚   image. That type of thinking is characteristic of Romantic and Victorian   Ã‚  Ã‚  Ã‚  Ã‚   standards of women. This is especially true of the upper classes to which   Ã‚  Ã‚  Ã‚  Ã‚   Christabel and the Duchess belong.      Ã‚  Ã‚     Ã‚  Coleridge raises the question: "What happens to a woman's self-image when   Ã‚  Ã‚  Ã‚  Ã‚   she defies social expectations?" Christabel struggles with this question   Ã‚  Ã‚  Ã‚  Ã‚   throughout the poem because she defies the standards for how a woman   Ã‚  Ã‚  Ã‚  Ã‚   should behave sexually. However, Coleridge is not trying to makes   Ã‚  Ã‚  Ã‚  Ã‚   Christabel a heroine for doing so. The poem has more to do with the effect   Ã‚  Ã‚  Ã‚  Ã‚   of breaking rules on women. Coleridge depicts Christabel as a young woman   Ã‚  Ã‚  Ã‚  Ã‚   discovering herself. She has no taste for convention, as one can see by   Ã‚  Ã‚  Ã‚  Ã‚   her wandering around in the woods at night. Apparently, this is not proper   Ã‚  Ã‚  Ã‚  Ã‚   behavior, as the poet describes her action in a scolding tone, "What makes   Ã‚  Ã‚  Ã‚  Ã‚   her in the woods so late, / A furlong from the castle gate?" (Coleridge   Ã‚  Ã‚  Ã‚  Ã‚   25-26). The reader is given the idea from the beginning that Christabel is

Edward Jones’ original business model Essay

Executive Summary This memorandum addresses some of the key issues with Edward Jones, which includes the lack of an online presence, possible cannibalization from larger firms, and the inability to manage funds from institutional investors. I conclude that the most effective of all of the theorized strategies would be a combination of Edward Jones’ original business model with an online platform. This plan would allow Edward Jones to stay true to its fundamentals, as well as attract new clientele and provide better service to its existing clients. Introduction Edward Jones has become the fourth largest brokerage firm in the United States. By holding on to a fundamental business strategy based on the core concepts of close client relationship and long-term investment focus, Edward Jones was able to offer excellent service and performance. However, with the industry rapidly changing, Edward Jones must evaluate its core values to sustain its competitive advantage but in a manner that will allow them to expand its services, and continue to compete with the top players in the industry. Key Issues and Problems When observing Edward Jones Financial, I found three critical issues and problems with the firm. Edward Jones built its business model around creating an environment that would allow entrepreneurs to thrive and run their own businesses to a certain extent. This is what originally led to Edward Jones’ success when the company first started; however, it is also the catalyst for the issues of the firm that were present in 2006. Edward Jones’ three main issues were the cannibalization of its business by bigger firms such as Merrill Lynch, customers leaving Edward Jones to manage their own money via online platforms such as E-Trade (MITR, 2014), and the lack of  ability to manage high net worth funds that are typically present with institutional funds such as pensions. Edward Jones built its business around meeting face to face with individuals in their homes and offices. This is a great model for an entrepreneur driven financial services firm. However, as the technology b ubble began to burst in the mid 2000’s, online brokerages such as E-Trade began to draw customers away from Edward Jones. The lack of an online presence on Edward Jones’ part made companies that offered this service more appealing due to lower fees (OBR, 2008). When examining Exhibit 5 (HBR,2007) , you can see that Edward Jones derived over 83% of its revenues from commissions and revenue from fees. Whereas, E-Trade generated only about 34% of its revenues from these categories. This shows that, online brokerage was advantageous to clients given that they could avoid expenses that were used to pay brokers, making it a significant problem for Edward Jones. The last major issue was that they were not suited to manage institutional funds. Despite building an excellent company around working with blue-collar individuals and families, it is clear that Edward Jones’ focus on the individual investor might have been a significant problem. By only working with individuals and not selling large amounts of stock and bonds to institutional investors, Edward Jones passed up significant amounts of manageable assets and subsequently, revenue. Exhibit 5 shows firms that were managing institutional investments such as pension funds had significantly higher profit margins than Edward Jones. In 2005 Edward Jones’ profit margin was 1.05%, while Merrill Lynch and Morgan Stanley, were 27.8% and 26.33%, respectively. This also shows the average amount of assets in dollars per account at each firm. Edward Jones’ average assets per account were $45,556 while Merrill Lynch & Morgan Stanley was $163,667 and $137,111 respectively. Edward Jones leaves revenue on the table by not managing higher net worth institutional accounts. Available Strategic Options Edward Jones’ strategic direction in 2006 had to respond to competitors like Merrill Lynch if the partnership wanted to maintain its exceptional performance and growth. The first option focuses on staying true to Edward Jones’ small-town roots and demonstrating the value of strong personal relationships with one’s financial advisor in planning for the distribution  phase of life (Faux, 2014). FAs can take advantage of face-to-face interactions and close relationships to communicate to clients the importance of planning for the distribution phase as soon as possible and hopefully encourage client referrals. Also, a professional advisor who personally knows the clients and their needs provides critical support to keeping long-term retirement plans on track while still focusing on time-sensitive decisions. This defensive move could stunt the firm’s growth, and if it fails, could leave Edward Jones even more vulnerable to cannibalization. The second option shifts the company’s original policies of strictly face-to-face interaction to a hybrid model, which includes online account and portfolio tracking and current news and research. This option adds value for existing customers because they can view all of their financial information in one place at their convenience. Additionally, this technology offering creates a minimally viable product for mass affluent â€Å"delegator† and â€Å"validator† type investors, and then entices those clients with the added value of a personal financial advisor. This option also leverages the firm’s existing research efforts into growing the business. The final option calls for a rapid expansion to institutional clients in an attempt to compete directly with competitors such as Merrill Lynch, Morgan Stanley, and Wachovia. The success of these firms indicates that expansion is possible. If Edward Jones does not expand, it will forgo potential market share and the attendant revenue. However, expanding as its competitors did would likely mean compromising many of the firm’s established values and beliefs. Recommendations I strongly recommend that Edward Jones shift to a hybrid model of face-to-face interaction combined with online account and portfolio tracking and access to current news and research in order to retain existing clients as well as attract new clients. This strategy enables the firm to stay true to its client-centric roots and positions the firm for growth. When clients have instant access to their financial information and the latest news and research, they feel better equipped to face complex distribution decisions. Potential clients in the post-Internet bubble world expect basic technology offerings but also appreciate the benefits of a personal financial advisor. Being competitive in the future requires embracing technology as well as  taking advantage of the firm’s close personal relationships with its clients. Works Cited â€Å"Online vs. Traditional Brokerage.† Money Is The Root. N.p., n.d. Web. 08 Apr. 2014. Faux, Zeke. â€Å"Edward Jones Trains Young Stockbrokers the Old-Fashioned Way.†Bloomberg Business Week. Bloomberg, 30 May 2013. Web. 08 Apr. 2014. â€Å"Stock Broker Account Transfer Fees.† Online Broker Review. N.p., n.d. Web. 08 Apr. 2014. Collins, David, and Troy Swith. â€Å"Edward Jones in 2006: Confronting Success.† Harvard Business Review. HBR, 21 Mar. 2007. Web.