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Office Communication

Communication in business requires the understanding of different communication styles, and the ability to break down communication barriers.

In business communication, effective communication requires a sort of “office communication toolkit” – the kind of resource Business Management Daily provides.

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Boost the odds that people will read your emails. Five guidelines: 1.  Limit your message to five sentences. 2.  Figure out your main point. 3.  Edit. 4.  Ask one thing at a time, or maybe two. 5.  Include a link to information available online.
Giving great presentations requires skill, work and practice. So if you want to take the easy way out and look like a rank amateur, here are 15 surefire tips to guarantee that you leave a really bad impression.
Is it one word or two? Take this quiz to test your knowledge of common spelling snafus:

Do you have a general reference guide, such as The Chicago Manual of Style, a grammar reference and a dictionary, but still not know what the preferred organizational usage or style is? We thought so. Your organization needs its own in-house style guide.

1. Include your phone number and mailing address in your signature. 2. Provide “if-then” options. 3. Always start with a greeting. 4. Check Snopes.com before you waste time forwarding a chain letter.
What should you do when no one seems to fill you in on what’s going on in the office? Admin Sandra writes about the problem on our Admin Forum: “I constantly feel like I’m left out of the loop!” she says. She’s not alone. Other administrative pros weighed in to say how they navigate the same challenge:
The truth is we could all do a better job communicating. Here are four ways to improve any conversation:
Next time you get an email request with an urgent flag, try one of these three tips:
Here are five questions you should have each team member ask when offering criticism to a teammate’s suggestion:

Do you “play favorites” with certain employees? Most managers would probably say “no,” but people often harbor unconscious perceptions that can influence day-to-day decision-making and job reviews of the employees they manage. Several factors unrelated to employee performance can impact evaluations conducted by managers.

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