The most recent communication situation that I participated in that relates well to the rhetorical model in chapter two was a very poorly planed meeting. A meeting was planed to discuss a new project for one of our customers. The problem was nobody knew exactly what the meeting was all about, except that it involved one of our software products used by another customer that another customer would like to customize and use it for their system. This was all mentioned about a month before the meeting. We were all told by our manager just like Betty did with Bill, as our manager passed everybody he told us about the upcoming meeting. Nothing formal to let us know what our roles would be at this meeting. Most if us forgot about since we all had other projects to work on. So our manger assumed we would just know what to do in preparation for the meeting until a week before the meeting. Never the less it turned out to be an interesting meeting.
The customer was very big with us, and we handle most of their IT work. My group actually will be dealing with the software that the customer would like to use with their system. My manager was relying on another department in our compan
The rhetorical model can explain the following situation. The status was our manager had the responsibility to organize the meeting and let the rest of us know exactly what we need to do for the meeting This included the departments involved and the customer. Assumptions were made that when we were told of the meeting and we knew what we should do to prepare for it. The Intentions were to have a meeting with one of our big customers and discuss the project so we could get started. This also included getting the up front information needed to understand what our roles would be at the meeting. Which was hard to do on both our part and the customers since we weren't given the proper requirements. The Audience included the workers that would be on the project and our customer. The Genre was a one to many conversations with our manager being the main pint of contact. This included everybody involved in the meeting from our company and the customer's point of contact. The p!
y that handles a similar system to provide some input at the meeting on how we should go about implementing the software. There system was assumed to have an interaction with their current system. The problem was they were just told like we were about the meeting. As the month went on there was some small talk about the upcoming meeting but nothing as to what we were going to do. The meeting was a week away and my manager came to us and said we needed to make copies of the existing reports in the current system. We were going to discuss them with the client how our software package will handle them and what improvements we could offer. We were all shocked that our manager assumed that we could get an understanding about how there system !
The meeting was a day away and our manager called our group together for a meeting. This meeting should have been held about four weeks earlier. In this meeting we discussed the intended outcome of the upcoming meeting. We were told that we would be meeting with the customer's team that handles the current system we were going to change. We all had a lot of questions to ask, including what each of our roles would be at the meeting. Our manager assumed that we knew what our roles would be at the meeting. After a small argument our manger apologized for his poor communication with us. We then assigned everybody in our group a task to handle at the meeting. This was assuming they other division had their presentation ready to go and could assist us. Our manager said they were ready to present, so we ended it at that. I would like to mention that our company is going through a change
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