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Essay / Research Paper Abstract
A 10 page paper discussing the value that the Christian perspective can bring to the study of business communication. The paper identifies one point that the Christian perspective rectifies, and another illustrating where Christian principles already exist even though they may not be named as such. Management has made great strides over the past generation. Interjecting Christian values in business communications has the ability to take it to the next level. Bibliography lists 8 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSbusCommChrist.rtf
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Unformatted sample text from the term paper:
Online Careers bluntly states, "It is hard to overstate the importance of business communications skills. The ability to inspire employees, persuade customers, and convince suppliers is one that can
make or break a business" (Degrees: Communication, n.d.). This advice is, of course, understatement, even as strong as it is. When business publications issue their lists of best
leaders, each one has superlative management knowledge and backgrounds. They share this characteristic with every CEO of nearly every successful business; one feature that sets apart the "best" from
the rest of the field is their shared ability to communicate effectively to inspire and persuade. Adolf Hitler was an effective communicator too,
as was Ken Lay (Enron), "Chainsaw Al" Dunlap (Sunbeam) and Peg Witte (Royal Oak Mines), along with a host of others in whom no Christian values could be discerned.
They were talented and forceful, and likely could have brought much good into their areas of the world had they had the benefit of a framework of Christian values from
which to exercise their talents. The purpose here is to evaluate the effect of the Christian worldview on business communication as a field of study. Correcting Common Assumptions
A principle that the Christian worldview corrects is that which holds that lower-level workers know less than their managers. Deming (1986) uses an
example of a millwright telling his supervisor that his machine is still operational, but that it is in need of maintenance to repair a fault that will be easy to
fix now, costly to replace later. The common view is that the supervisor has more facts than the worker, that s/he knows about
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