The Five Basic Concepts Of Interpersonal Communication

Interpersonal Communication Throughout our lives we meet people who leave more than just a first impression, but an impact on our lives. From the time I was two months old to my current age of eighteen this woman has shown her love for me, the importance of determination, and motivation. I am lucky enough to call this woman my mother. My mother and I have a high level relationship where we communicate daily. We used various types of interpersonal communication to express our emotions. Interpersonal communication is defined as the process by which people exchange information, feelings, and meanings through non-verbal and verbal messages. The five basic concepts of interpersonal communication that relate to my relationship with my mother include age, nonverbal, eye contact, hearing, and decoding. Age is a concept of interpersonal communication that is defined as a demographic consideration that effects an audience’s response to and understanding of a speaker’s message. Throughout my day I will send a text message to my mother explaining to her how well I did on my test or send her a picture. With every generation technology has advanced making our lives simpler and easier. My mother growing up did not have a cell phone or even social media accounts. However, I got my first cell phone at the age of twelve from then on my mother and I have communicated consistently with text message and other forms of electronic communication. Although my mothers and I ages are different, andShow MoreRelatedDear Sacramento Chinese Community Service Center,. I Have1409 Words   |  6 PagesDear Sacramento Chinese Community Service Center, I have been recently taking an interpersonal communication course and have discovered a great deal of information that I believe can be extremely beneficial to our agency’s communication effectiveness. I invite you all to think back to one of our previous meetings, do you recall any of the following? A lack of eye contact, a lack of enthusiasm, and frustrated looks on faces? How about an overall sense of discontent so much so that people are disengagedRead MoreCommunication : Understanding Interpersonal Communication1554 Words   |  7 PagesI. Introduction AND Thesis Statement Communication is the number one key in a relationship, especially when you re talking about marriage. I would like to take this moment to say congratulation on your recent marriage. I want to tell you that communication helps build a healthy personal foundation by implementing small talk in helping resolve conflicts through growth and helps reduce any barriers that prevent you from having a happy, successful marriage. Remember that no one is perfect at communicatingRead MoreReflection On Interpersonal Communication1724 Words   |  7 Pagesagain that the concepts we are learning can be applied to everyday life. For instance, when we talked about non-verbal communication, I realized that it is impossible to not communicate. There are many activities, other than the use of language, that allow us to draw meaning from something we observe. When my mother widens her eyes at me without stating a word, I understand she is telling me to think twice about the action I’m about to take . It has been great to be able to assign concepts and vocabularyRead MoreThe Importance Of Interpersonal Communication1038 Words   |  5 PagesInterpersonal communication can be seen everywhere is vas locations, and is needed for relationships and the idea of yourself. In life, communication becomes very vital in continuing and maintaining these relationships, and having the ability at a competent level is a necessity.   When it comes to communication you’re either good at it or not as good, but there is always room for improvement. Interpersonal communication skills are learned behaviors that can be improved through knowledge, practiceRead MoreConcept Comparison and Analysis Across Theories1051 Words   |  5 PagesConcept Comparison and Analysis Across Theories Nur 513 May 19, 2014 Theory is the core of nursing and nursing process. It describes, explains and predicts the uniqueness of a phenomenon. Theory is analysis and examine to determine the viability in the world of professional nursing. Concepts is the framework and foundation of the theory which consist of concrete and abstracts. The purpose of this paper is to select a core concept that is common to two nursing theories. Compare and AnalysisRead MoreInterpersonal Relationship Between My Father And I Had1737 Words   |  7 PagesAbstract In this Interpersonal relationship analysis, I will be analyzing the Interpersonal relationship that my father and I had. I will give a little background on the relationship which we had, explain how the different concepts that we have covered in our class effected our relationship, through research and interviews conducted, and conclude with how the lessons learned from and through the relationship we had are still present today, even though my father is no longer alive. There are severalRead MoreThe Principles Of Interpersonal Communication Essay1538 Words   |  7 Pageslooking for some advice on communication for your new journey together. I recently completed a class on interpersonal communication and learned a lot of different techniques that may be helpful. I would also like to share some of my own personal experiences as a communicator. Knowing your role as a communicator is important, whether you are the one sending or receiving them. It will also guide you through diff icult times if either of you faces a conflict. Communication is a vital part of havingRead MoreI Am An Active Listener As Well998 Words   |  4 Pagesyou will find five examples of areas for you to examine that will help you develop and keep the communication open and active in your relationship. To become complacent in a relationship will allow the relationship to become stagnant therefore leading to dissolution. It is easy to get comfortable in a relationship and assume everything is fine. Early on in a relationship, interpersonal communication is solid but it seems to fade with time; it is a daily battle to keep communication at the forefrontRead Moremr dddsdddd1164 Words   |  5 Pagesï » ¿GS0155 Interpersonal Communication Summary of concepts from Lecture 1 to Lecture 10 Lecture 1: Universals of IPC What is interpersonal communication? Nature of IPC: dyadic approach a. Dyadic b. Dyadic primacy c. Dyads Two types of dyadic connection: a. Dyadic coalition b. Dyadic consciousness Elements of Interpersonal Communication: (the model of IPC) a. Source-Receiver (encode, decode) b. Messages (feedback message, feed forward message) c. Channel d. Noise (Physical, PhysiologicalRead MoreTherapeutic Relationship in Nursing1433 Words   |  6 Pagesinteraction to be meaningful and have a positive impact on the health outcomes of the patient, the nurse needs to build interpersonal connections with the patient to form a therapeutic relationship. The nurse also needs to be aware of the patient’s culture and practice in a culturally safe way when establishing this relationship. In this essay the main characteristics of both interpersonal connectedness and the therapeutic relationship will be described using relevant literature. It will then go on to

System Administrator Free Essays

string(20) " FROM 1998 TO 2005\." Internet Mini Case #10 Intel Corporation J. David Hunger In 1968, Robert N. Noyce, the co-inventor of the integrated circuit, and Gordon E. We will write a custom essay sample on System Administrator or any similar topic only for you Order Now Moore left Fairchild Semiconductor International to form a new company. They took with them a young chemical engineer, Andrew Grove, and called the new firm Intel, short for integrated electronics. The company successfully made money by manufacturing computer memory modules. The company produced the first microprocessor (also called a â€Å"chip†) in 1971. A key turning point for the new company was IBM’s decision in the early 1980s to select Intel’s processors to run IBM’s new line of personal computers. Today, more than 80% of the world’s PCs run on Intel microprocessors. One of the company’s early innovations was centralizing its manufacturing in giant chip fabrication plants. This allowed Intel to make chips at a lower cost than its competitors who made custom chips in small factories. The founders encouraged a corporate culture of â€Å"disagree and commit† in which engineers were encouraged to constantly think of new ways of doing things faster, cheaper, and more reliably. Massive investment by Japanese competitors in the late 1970s led to falling prices in computer memory modules. Faced with possible bankruptcy, CEO Moore, with Grove as his second in command (Noyce had retired from active management), made the strategic decision in 1985 to abandon the computer memory business to focus on microprocessors. Projected growth in microprocessors was based on Moore’s prediction that the number of transistors on a chip would double every 24 months. In what was soon called â€Å"Moore’s Law,† Gordon Moore argued that microprocessor technology would improve exponentially, regardless of the state of the economy, the industry, or any one company. Thus, a company had to be at the cusp of innovation or risk falling behind. According to Moore, â€Å"If you lag behind your competition by a generation, you don’t just fall behind in chip performance, you get undercut in cost. † ______________________________________________________________________________ This case was prepared by Professor J. David Hunger, Iowa State University and St. John’s University. Copyright  © 2006 by J. David Hunger. The copyright holder is solely responsible for case content. Reprint permission is solely granted to the publisher, Prentice-Hall, for the books Strategic Management and Business Policy–11th Edition (and the International version of this book) and Cases in Strategic Management and Business Policy–11th Edition, by the copyright holder, J. David Hunger. Any other publication of the case (translation, any form of electronics or other media) or sale (any form of partnership) to another publisher will be in violation of copyright law, unless J. David Hunger has granted an additional written permission. Sources available upon request. Reprinted by permission. To raise money, Intel’s management agreed to sell 12% of the company’s stock to IBM for $250 million, a stake it later repurchased. Moore’s Law soon became part of the corporate culture as a fundamental expectation of all employees. Andy Grove replaced Gordon Moore as Intel’s CEO in 1987. Moore continued to serve on Intel’s board of directors until 2001. During Grove’s tenure as CEO from 1987 to 1998, Intel’s stock price rose 31. 6% annually and revenues grew from $1. 9 billion to $25. 1 billion. With 55% of its sales coming from outside the United States, Intel was transformed into a global corporation. The company became central to the growth of personal computers, cell phones, genomic research, and computer-aided design. Strategic Decisions Lead to Market Dominance IN ORDER TO SUCCEED IN THIS HIGH-TECH BUSINESS, MANAGEMENT WAS FORCED TO MAKE A NUMBER OF RISKY STRATEGIC DECISIONS. FOR EXAMPLE, INTEL’S BOARD OF DIRECTORS FOUND IT DIFFICULT TO VOTE FOR A PROPOSAL IN THE EARLY 1990S TO COMMIT $5 BILLION TO MAKING THE PENTIUM MICROPROCESSOR CHIP—FIVE TIMES THE AMOUNT NEEDED FOR ITS PREVIOUS CHIP. IN LOOKING BACK ON THAT BOARD MEETING, THEN-CEO ANDY GROVE REMARKED, â€Å"I REMEMBER PEOPLE’S EYES LOOKING AT THAT CHART AND GETTING BIG. I WASN’T EVEN SURE I BELIEVED THOSE NUMBERS AT THE TIME. † THE PROPOSAL COMMITTED THE COMPANY TO BUILDING NEW FACTORIES—SOMETHING INTEL HAD BEEN RELUCTANT TO DO. A WRONG DECISION WOULD MEAN THAT THE COMPANY WOULD END UP WITH A KILLING AMOUNT OF OVERCAPACITY. BASED ON GROVE’S PRESENTATION, THE BOARD DECIDED TO TAKE THE GAMBLE. INTEL’S RESULTING MANUFACTURING EXPANSION EVENTUALLY COST $10 BILLION, BUT RESULTED IN INTEL’S DOMINATION OF THE MICROPROCESSOR BUSINESS AND HUGE CASH PROFITS. In 1994, soon after the introduction of the Pentium microprocessor, users noticed a small defect in the chip and began demanding replacement chips. The company soon fixed the problem and quickly sent their computer-maker customers new Pentium chips to replace the defective ones. Even though Intel had no obligation to deal directly with end users, the people to whom the computer makers sold their PCs, Grove and the board decided to replace all defective Pentium chips wherever they might be. This was an expensive decision, but one for which the firm received high praise throughout the industry. Realizing that future development of microprocessors would involve RISC technology—a technology Intel did not then have—CEO Grove persuaded Hewlett-Packard’s CEO in 1994 to combine HP’s work in RISC technology with Intel’s ability in product development. This joint venture took on the multibillion-dollar expense of creating 64-bit chip architecture—thought to be crucial to Intel’s continued success. Along with Bill Gates at Microsoft and Steve Jobs at Apple, Andy Grove had become a major figure in the computer industry at the dawn of the 21st century. Although Grove retired as CEO in 1998, he continued to serve until 2005 as Intel’s Chairman of the Board. Like Noyce and Moore before him, Grove took on the mantle of corporate guru. His 1996 book, Only the Paranoid Survive, in which Grove described how companies should deal with new competitors that emerge suddenly and change the fundamental shape of the industry, was widely read. Even with no official title, Grove continued to serve the company as its â€Å"senior adviser. † Intel After Andy Grove: A New Strategic Direction CRAIG BARRETT REPLACED ANDY GROVE AS INTEL’S CEO FROM 1998 TO 2005. You read "System Administrator" in category "Papers" HE WAS ABLE TO PERSUADE THE BOARD IN 2002 TO INVEST $28 BILLION IN THE LATEST MANUFACTURING PLANTS AND TECHNOLOGIES DURING THE LONGEST DOWNTURN IN THE CHIP INDUSTRY’S HISTORY. THE BOARD HAD BEEN WORRIED THAT NEW PLANTS COULD BURDEN THE INTEL WITH OVERCAPACITY IF DEMAND FAILED TO MATERIALIZE. BY 2005, FIVE FACTORIES WERE ABLE TO MAKE 21? 2 TIMES MORE CHIPS THAN THE OLDER-GENERATION FABRICATION PLANTS—1. 25 MILLION CHIPS DAILY. BECAUSE OF THE HUGE COST TO BUILD THIS TYPE OF PLANT, RIVALS TI, AMD, AND IBM EACH HAD ONLY ONE PLANT OF THIS ADVANCED TYPE IN 2006. TI CONCEDED THAT ITS CAPACITY TO PRODUCE THE LATEST-TECHNOLOGY CHIPS WAS LIMITED TO ONLY 250,000 PER DAY. During Barrett’s tenure, the company also invested billions of dollars in businesses outside the computer market that largely failed. In 2001, the firm exited from making cameras and other consumer electronics gear after key customers Dell and Hewlett-Packard (HP) complained that Intel was competing against them. In 2002, Intel took a $100 million charge against earnings when it cancelled its entry into Web hosting. In 2004, Intel attempted to go after Texas Instruments with its version of digital signal processors, a key ingredient in cell phones. Unfortunately, cell-phone manufacturers ignored Intel’s product in favor of those by TI. Industry analysts concluded that Intel had a steep learning curve outside of personal computers. Even with this checkered history outside the PC business, in 2004 CEO Barrett launched an ambitious strategic move. Instead of â€Å"Intel Inside,† the plan was to be â€Å"Intel Everywhere. Under the new strategic plan, Intel would offer chips that would be used in all sorts of applications, including PCs, cell phones, flat-panel TVs, portable video players, wireless home networking, and medical diagnostic equipment. The company targeted 10 new product areas for its chips, primarily in the consumer electronics and communications markets. This plan was based on the movement in multiple industries from an analog to a digital format. According to Barrett, â€Å"Communication is going digital. Entertainment is going digital. We are able to bring our expertise into different areas where we really had no unique capability before. Supporting this announcement, Intel introduced a chip based on a new technology called WiMax that could be used to deliver high-speed wireless Internet access throughout a small city for about $100,000, one-tenth the cost of fiber-optic lines. Competition Heats Up MEANWHILE, INTEL’S PC CHIP BUSINESS WAS RUNNING INTO SOME DIFFICULTY. WHEN, IN 2004, INTEL AND HEWLETT-PACKARD RELEASED THE ITANIUM SERVER CHIP THEY HAD JOINTLY DEVELOPED THREE YEARS EARLIER, CRITICS CALLED IT â€Å"THE ITANIC. † DELIVERED TWO YEARS LATE AT A COST OF $2 BILLION, THE 64-BIT CHIP PERFORMED MORE SLOWLY THAN INTEL’S OWN 32-BIT CHIP AND SEEMED TO HAVE NO FUTURE. IN FEBRUARY 2004, CEO BARRETT ANNOUNCED THAT THE COMPANY WOULD RECONFIGURE ITS 32-BIT XEON CHIP FOR SERVERS AND ITS PENTIUM 4 FOR DESKTOPS SO THAT THEY COULD HANDLE 64-BIT APPLICATIONS. UNFORTUNATELY, ADVANCED MICRO DEVICES (AMD) HAD ALREADY BEGUN SELLING ITS OPTERON SERVER CHIP IN APRIL 2003. THE OPTERON HAD THE CAPABILITY OF RUNNING BOTH 32-BIT AND 64-BIT APPLICATIONS. SURPRISINGLY, INTEL’S JOINT VENTURE PARTNER HP DECIDED TO SELL SERVERS WITH AMD’S OPTERON CHIP ALONG WITH INTEL’S PRODUCTS. BY DECEMBER 2003, AMD HAD OBTAINED 3. 9% OF THE MAINSTREAM SERVER MARKET AND WAS TAKING AIM AT THE PC MARKET AS WELL. Since 2003, AMD’s chips had been faster, used less power, generated less heat, and cost less than did Intel’s. As a result, Intel’s share of the market in servers fell from almost 100% in 2001 to less than 85% in 2006. Its market share in laptop PCs declined from 88% in 2001 to 86% in 2006. Its share in desktops also dropped from 80% in 2000 to 74% in 2006. Dell, the biggest PC maker in terms of sales, decided in May 2006 to abandon its policy of only using Intel chips in its PCs by offering AMD chips in its computer servers. This was a serious blow to Intel’s continued dominance of the market. AMD was able to make a significant dent in Intel’s market share by focusing its limited resources on microprocessors for PCs and servers and letting others supply the remaining chips. When Intel ran into a parts shortage for its desktop PCs in December 2005, AMD quickly dispatched its sales people to fill the void. AMD-based desktop PCs began to dominate the shelves at Best Buy, Circuit City, and other stores. By mid-2006, AMD held a 26% share of the U. S. server chip market and a 48% share of the multi-core processors, which put at least two chips on a single piece of silicon. As a result, AMD’s gross margin of 58. 6% exceeded Intel’s of 55. 1% during the first quarter of 2006. In response, Intel began offering the first in a family of revamped chips called Core 2. These chips used less energy while offering better performance. Intrigued by AMD’s success, industry analysts wondered if AMD would be able to continue offering innovative products without succumbing to the supply problems that had dogged it in the past. Reinventing the Company IN MAY 2005, CRAIG BARRETT TRANSFERRED THE CEO POSITION TO PAUL OTELLINI AND BECAME CHAIRMAN OF THE BOARD. PAST-PRESIDENT OF INTEL UNDER BARRETT, OTELLINI CONTINUED BARRETT’S STRATEGIC DECISION TO PUSH THE COMPANY INTO MULTIPLE FIELDS WITH NEW CHIP â€Å"PLATFORMS. † PC GROWTH WAS SLOWING. CELLULAR AND HANDHELD DEVICES WERE NOW COMPETING FOR THE PRIMARY SPOT IN PEOPLE’S LIVES. OTELLINI AGREED THAT HE MUST REINVENT INTEL OR FACE A FUTURE OF EVENTUAL DECLINE. THE PC BUSINESS APPEARED TO HAVE REACHED MATURITY. REVENUE GROWTH HAD AVERAGED 13% FROM 2002 TO 2005, BUT ANALYSTS WERE ESTIMATING THAT THE COMPANY’S SALES WOULD ONLY GROW 7% IN 2006 TO $42. BILLION. PROFITS, WHICH HAD BEEN INCREASING ON AVERAGE 40% ANNUALLY FROM 2002 TO 2005, WERE EXPECTED TO RISE ONLY 5% IN 2006 TO $9. 5 MILLION. Ortellini proposed that Intel should not just make PC microprocessors, but should also create many types of chips, as well as software, and then combine them into what he called â€Å"platforms. † Since taking over as CEO, Ortellini had reorganized the company, created busi ness units for each product area, and scattered the processor experts among the units. He added 20,000 people in 2005. Note: Intel’s annual and quarterly reports and SEC filings are available via the company’s web site at www. intel. com. ) Paul Ortellini was the first non-engineer to serve as Intel’s CEO. He put particular emphasis on marketing because he thought that the only way Intel could succeed in new markets was by communicating more clearly what technology could do for customers. This went contrary to the corporate culture in which engineers had been the key players who made ever-faster chips and then let marketers try to sell them. Ortellini created development teams with people having a cross-section of skills. Chip engineers, software developers, marketers, and market specialists now worked together to develop breakthrough innovations. Many engineers were frustrated with the changes and their loss in status. Some of the design specialists who had been working on the Pentium 4 before it was cancelled left Intel for jobs at TI or AMD. Ortellini’s ultimate goal was to provide the manufacturers of everything from laptops and entertainment PCs to cell phones and hospital gear with complete packages of chips and software. The old logo of â€Å"Intel Inside† was to disappear, replaced by an updated Intel logo with a swirl to signify movement and a tagline of â€Å"Leap Ahead. † Meanwhile, the Pentium brand was to be slowly phased out and replaced by Viiv, Centrino, and Core. Intel was on a new path. It was leaving the Grove era behind and moving into uncharted territory. This was not the first time that the company had bet everything on a new strategy. Would Intel succeed with its new strategic direction? How to cite System Administrator, Papers

Gender Equality free essay sample

â€Å"Gender equality is more than a goal in itself. It is a precondition for meeting the challenge of reducing poverty, promoting sustainable development and building good governance. † (Kofi Annan) In Paulette Jiles’s poem, â€Å"Paper Matches† and in Judith Ortiz Cofer’s poem, â€Å"The Changeling† the theme described is gender roles. In the two poems the women do not feel appreciated. These two poems are very similar in theme, content, and figurative language. However, the structures of the two poems are very different. Jiles and Cofer both use symbolism, dialogue, figurative language, and imagery as instruments to reflect the cruelty of the women during these times. In Paper Matches, Jiles uses the simile of a match to display the irritation and anger of the gender roles forced when she was a child. Matches are tiny, insignificant items that are sold in packages, and one is interchangeable from another. They have no use unless they’re lit; theyre only good for one flame. Those men who are chiefly â€Å" responsible† for torturing and dominating women. THOSE men who consider women their doormats and THOSE men who fear that WOMENS LIBERATION will only lead to their devastation. The Indian constitution and legislative framework grants women and men equal rights. In the eyes of the law, they are supposedly on par. But look around- is that truly happening? Do men and women in India, indeed share equal rights Despite the incalculable number of guarantees and safeguards, doesn’t gender inequality in India still remain a distressing reality? As John-Thor Dahlburg in his book, points out, in rural India, the centuries-old practice of female infanticide can still be considered a wise course of action. In the nearly 300 poor hamlets of the Usilampatti area of Tamil Nadu [state], as many as 196 girls died under suspicious circumstances [in 1993] Some were fed dry, unhulled rice that punctured their windpipes, or were made to swallow poisonous powdered fertilizer. Others were smothered with a wet towel, strangled or allowed to starve to death,† WE HAVE NO ONE BUT OURSELVES TO BLAME FOR THIS genocide, or in this case, GENDERCIDE. female infanticide reflec ts the low status accorded to women in many societies around the world. The burden of taking a woman into the family accounts for the high dowry rates in India which, in turn, have led to an epidemic female infanticide. In conclusion, I would just like to say that- why do we even have this gender sensitization? Why should there be any difference between a boy coming up on stage and participating in this competition, or me- as a girl- expressing my views on this issue? I don’t think there would be any ‘ biased judgement’ just because HE is a boy and I am a girl. Why do people even look at him as a HE and her as a SHE when it is WE who makes society? The day when every Indian citizens eyes will shimmer with happiness and not despair when he holds his new born girl child in his arms, the day when we WOMEN can walk freely on the streets without feeling threatened- that is the day when we can say-â€Å" gender equality is no longer a pipe dream† till then we all need to get out of our world of fantasy- we need to realize that to secure womens rights, women need to stand up in society and fight for their own cause.