Suchergebnisse

Machine generated contents note: Foreword -- Why do a media interview? -- Have something newsworthy to say! -- When to decline a media interview -- Summary -- Exercises -- Preparing for your interview -- Basic information you need -- Anticipate the questions -- Know your organization's line on sensitive corporate issues -- What's topical in your industry that the journalist might ask you about? -- The role of your PR department -- Become a great spokesperson -- Get media trained -- Summary -- Exercises -- How to create a resonant message -- Make your business objective action-oriented -- No more than three key messages -- Constructing a 'message sandwich' -- Get to the point... -- Remembering your messages -- Summary -- Exercises -- Keeping your cool -- Too much adrenaline -- nervousness -- Too much adrenaline -- anger -- So should you ever lose your cool? -- The exceptions -- Not enough adrenaline -- over-confidence -- What's better: live or recorded? -- Summary -- Exercises -- Voice and body language -- Eye contact -- Posture -- Pace of delivery -- Other aspects of good voice and body language -- Dress sense -- Summary -- Exercises The perfect tone of voice -- A W.I.S.E tone -- Keeping your delivery as conversational as possible -- Using mind pictures -- All elements of wise working together -- Curtailing your curtness -- Finding the full stop -- Humour -- Summary -- Exercises -- Keeping control of the interview -- ABC: the bridging technique -- The helicopter technique -- The caving technique -- Avoiding the question -- rarely a good idea -- Repetition of key messages -- How to get off to a good start in a live broadcast interview -- Handling unfair questions -- The honest truth -- Apologising -- Getting your company name into a broadcast interview -- Off the record -- Summary -- Exercises08 Winning over sceptical and hostile audiences -- The spectrum of opinion -- Bridges of empathy -- Cooling things down -- Empathy must be genuine -- Attentive listening -- Empathy as a message -- The 'open sandwich' -- starting with your example or evidence then hitting the key message -- Insulting, offending and patronizing people -- Empathy in politics -- Does empathy work everywhere? -- Summary -- Exercises09 Crisis media interviews -- How not to handle a crisis media interview -- 'I'd like my life back' -- A formula for handling crisis interviews -- Concern/sympathy -- Action/explanation -- Concern and action working together -- Perspective -- Being ambushed or 'doorstepped' -- Summary -- Exercises -- Capitalizing on your interview -- Analyse what went well and not so well -- Use social media to ensure your interview is seen, heard or read by your target publics -- And if you don't like something the journalist wrote? -- Build a strong relationship with the journalist -- Summary -- Exercises

This book deals with a number of contentious issues in Chinese management as China emerges as a global economic player, with a greater role in international business during a global economic crisis. This step is in tandem with an economically driven foreign policy. Since the 1980s, Chinese management while still in transition, has benefited from an infusion of capital, technology and managerial expertise through inward direct investment via joint and wholly-owned foreign ventures.As the so-called 'workshop of the world', China and its exports, especially labour-intensive goods, face protection

In 1990, China, rich in natural resources but short on technology and managerial skills, offers enormous potential for trade and economic cooperation with the EC. Japan, the most successful non-Western modernizer, is making a heavy investment in EC industries. What will be the outcome for Europe and the Far East? And for Europe and the rest of the world? For the world balance of power in the twenty-first century? These are some of the questions which this book seeks to answer. First published in 1990, this title is part of the Bloomsbury Academic Collections series

Examines the political agendas, actions, and religious beliefs of individuals and groups who, throughout history, have resorted to violent actions in order to generate fear and gain their objectives

The use of armed force inside the territory of a country is a matter that involves the rights and responsibilities of the territorial state. Control over the use of force is a fundamental aspect of the state's sovereignty. With respect to other states, it is the territorial state that has rights. Article 2(4) of the United Nations Charter provides that "[a]ll Members shall refrain in their international relations from the threat or use of force against the territorial integrity or political independence of any state, or in any other manner inconsistent with the Purposes of the United Nations." This obligation extends from one state to another state. The government of the territorial state might have obligations under the domestic law of that state to defend its territory, or to prohibit the use of force by any other state within its territory, but any such obligation is not a matter of international law and another state is not bound or limited by such domestic law provision.