Shrm - Scp Hr Competencies

Front 1

Leadership and Navigation

Back 1

Ability to direct and contribute to strategic initiatives and processes within the organization

Front 2

Zack Zenger and Joseph Folkman

Back 2

contrasted strengths and weakness of HR leaders

Front 3

Kouzes and Posners

Back 3

leadership practices (cieme)

1. challenging the process

2. inspiring a shared vision

3. enabling others to act

4. Modeling the way

5. encouraging the heart

Front 4

challenging the process

Back 4

leaders seek challenge and take risks

Front 5

inspiring a shared vision

Back 5

leaders have vision - a desire to change, create and make things happen

Front 6

enabling others to act

Back 6

exemplary leaders enlist the support of others and empower them to do good work

Front 7

encouraging the heart

Back 7

leader must encourage the heart of their followers to carry on despite adversity and celebrate success whether they shall be small accomplishments or significant milestones

Front 8

Erica Ariel Fox

Back 8

leader has a multifaceted personality or "inner team"

Front 9

inspirational dreamer

Back 9

generate and pursue a path forward (fox)

Front 10

analytical thinker

Back 10

(fox)

- apply facts and logic

- consider risks

- use multiple perspectives

Front 11

practical warrier

Back 11

(fox)

- speak hard truths

- hold you ground

- take action

Front 12

emotional lover

Back 12

(fox)

- cultivate empathy

- build and maintain trust

- collaborate

Front 13

authentic leadership

Back 13

(bill george) self-aware

Front 14

trait theory

Back 14

led by force of their personalities, their wisdom and/or political skill

Front 15

behavioral school

Back 15

influence performance and satisfaction of followers (consideration and initiating structure)

Front 16

consideration

Back 16

employee centered behavior, leadership aimed at meeting the social and emotional needs of individuals and groups ( help, explain)

Front 17

initiating structure

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job-oriented behavior, aimed at careful supervision of employee work methods and performance levels ( rules, roles, goals)

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Theory X

Back 18

(douglas mcgregor) perceive followers and inherently disliking work - initiating

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Theory Y

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(douglas Mcgregor) - followers can be self motivated, create participatory and trusting work environments (consideration)

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Blake-Mouton

Back 20

leader's concern for people to concern for production or task

Front 21

team leader

Back 21

high in task and high in concern

Front 22

authoritarian managers

Back 22

high on the task and low on concern - do what told without question, does not foster environment

Front 23

country club managers

Back 23

low on task, high on people - trust individuals to accomplish goals, not jeopardize relationship

Front 24

impoverished managers

Back 24

low with people and concern

Front 25

"middle of the road" manager

Back 25

balanced sores on both dimensions of task and people

Front 26

Hersey-Blanchard situational leadership

Back 26

no ideal leader type and should be matched to the maturity of the employee

Front 27

psychological maturity

Back 27

self-confidence, ability and readiness

Front 28

job maturity

Back 28

relevant skills and technical knowledge

Front 29

delegating

Back 29

(Hersey-Blanchard) low relationship, low task - turn over responsibility for decisions and implementation

Front 30

participating

Back 30

(Hersey-Blanchard) high relationship, low task - share ideas and facilitate in decision making

Front 31

selling

Back 31

(Hersey-Blanchard) hight task, low relationship - explain decisions and provide opportunity for clarification

Front 32

telling

Back 32

(Hersey-Blanchard) high task, low relationship - provide specific instructions and closely supervise performance

Front 33

fiedler's contingency theory

Back 33

performance depends upon the appropriateness of task-oriented or relationship-oriented leaderships styes given for a situation termed "situational favorableness"

leaders are more effective for certain situations - rather than have leaders change, find a more favorable sitiation

Front 34

situational favorableness

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(fiedler) performance depends upon the appropriateness of task-oriented or relationship-oriented leaderships styes given for a situation

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leader-member relations

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(fiedler) degree of confidence, trust and respect that followers have in their leader

Front 36

task structure

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(fiedler) extent to which followers' tasks are well defined

Front 37

position power

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(fiedler) degree of power and influence a leader has over subordinates

Front 38

action-centered leadership

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(Adair) effective leader accomplishes task through the efforts of the team

Front 39

transformational leadership

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vision and strategy rather than short term objectives

Front 40

solo leader

Back 40

gets involved in everything

expect team to conform

collect admirers

directs activity

sets objectives

Front 41

team leader

Back 41

delegates

recognizes value of diversity

encourages constructive disagreement

develops growth

creates vision for others to act

Front 42

dispersed leadership

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emergent leadership - one will emerge from a group on or task and take the influence - person did not have authority

Front 43

conflict of interest

Back 43

an individual's behavior may be affected by competing interests

Front 44

recognize ethical situations as they arise

Back 44

ethical compass, sense of right and wrong

Front 45

establish facts about the situation

Back 45

decision will depend on knowing details

Front 46

evaluate the ethical dimensions of possible actions

Back 46

balancing interests and sacrificing own's own interest

Front 47

utilitarian approach

Back 47

argues for the path that provides the greatest amount of good for the greatest number

Front 48

rights approach

Back 48

examines whether a decision violates any basic human right

Front 49

justice approach

Back 49

degree to which an action might be preferential or discriminatory

Front 50

common-good approach

Back 50

considers the impact of the decision on the entire group

Front 51

virtue approach

Back 51

whether an action will promote or obstruct the decision maker's character development and te character development of those affected by the decision

Front 52

apply relevant codes of ethics and behavior to the options

Back 52

organizations and professions may have developed their own codes of ethical behavior that can provide more specific guidance

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consult with others

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HR leaders should identify people, inside and outside the organization they consider ethical mentors, individuals who are known for their ethical behavior and their ability to understand and advise on complex situaitons

Front 54

make a decision, own it and learn from one's mistakes

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when the issue has been satisfactorily analyzed, as decision should be made and communicated to those affeted by it

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ethical universalism

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argues that there are fundamental principles that apply across cultures and that global organization must apply these principles when making decisions in a country, without regard to local ethical norms

Front 56

cultural relativism

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argues that ethical behavior is determined by local culture, laws and business practices. However, an organization may find itself directly violating its core values and thus weakening its ethical character

Front 57

business acumen

Back 57

ability to understand and apply information to contribute to the development and/or implementation of an organization's strategic plan, takes HR outside its traditional comfort zone

Front 58

value

Back 58

defined and measured differently. refers to an organization's success in meeting its strategic goals, but those goals can be diverse

Front 59

value chain

Back 59

process by which an organization creates the product or service it offers to the customer (business model) - analysis identifies areas critical to strategic success

R&D>Operations>Marketing and Sales>Fulfillment>Customer

Front 60

global value chain

Back 60

layers different locations onto different functions and can be complex to organize and manage; enhances opportunities to reduce risk, share knowledge and achieve operational economies

Front 61

stakeholder theory

Back 61

an organizations internal and external stakeholders are the receivers of the organization's value, and they perceive that value in distinctive ways

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stakeholder concept

Back 62

proposes that any organization operates within complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities

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customers'

Back 63

expectations of a service may vary widely

Front 64

suppliers

Back 64

to an organization in a culture that values long-term relationships might understand being asked to reapply for supplier status peridically

Front 65

employees

Back 65

different countries look for different kinds of benefits

Front 66

communities, political groups, religious institutions and governments

Back 66

will have different relationships with organizations based on their cultures and administrative systems and on the organizations' own histories

Front 67

shareholders, boards of directors and senior management

Back 67

have expectations that lie along a spectrum between a belief that an organizations first responsibility is to maximize financial return to investors and the opposite conviction that the organization must put first its moral obligations to employees and society

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Life Cycle

Back 68

introduction

growth

maturity

decline

Front 69

introduction

Back 69

revenue is low because there is little market awareness and because of the market's resistance to change

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growth

Back 70

revenue begins to ingrease

Front 71

maturity

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market is saturated and growth occurs only through introduction of new products or customer groups

Front 72

porter's five forces

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designed to identify industries that were more likely to be profitable and would provide a return on investment, identify opportunities and threats

Front 73

Threat of substitition

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(porter) how easy is it for a competitor to capture customers by offering a similar product or a product that satisfies the same need but perhaps in a different way

Front 74

threat of entry

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how easy is it for anew competitor to enter the industry

Front 75

bargaining power of suppliers

Back 75

how vulnerable are organizations in this industry to the actions of upstream supply chain partners

Front 76

bargaining power of buyers

Back 76

how vulnerable are organizations to action by customers

Front 77

rivalry among existing competitors

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all of the other forces have the potential to increase the intensity of competition within the industry

Front 78

strategy

Back 78

is essentially a plan of action for accomplishing an organization's long-range gaols

Front 79

strategic planning

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process of setting goals and designing a path toward a competitive position

Front 80

strategic management

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actions that leaders take to move their organizations toward those goals and create value for all stakeholders

Front 81

consistent, long-term goals

Back 81

goals result in wasting fewer resources on activities that are unrelated to the goals or are ineffective in supporting attainment of the goals

Front 82

consistent decision making by leaders

Back 82

strategy provides guideposts throughout the organization, from top to bottom

Front 83

better competitive and external vision

Back 83

the process of making decision and managing risks requires gathering and monitoring information about the external environment

Front 84

better internal vision

Back 84

strategic management provides a better internal vision of what resources the organization can apply to its strategic goals and how they may need to be developed or supplemented

Front 85

taking shortcuts

Back 85

effective strategy requires extensive research, detailed analysis and honest evaluation of the organization and its competitive situation (mistake to avoid)

Front 86

little follow-throught

Back 86

often, strategic planning is a "pro forma" exercise the produces a plan that is placed in a desk drawer (mistake to avoid)

Front 87

overreliance on the comfortable and familiar

Back 87

strategy often requires change and risk taking (mistake to avoid)

Front 88

insufficient commitment

Back 88

sometimes the task of setting strategy is handed off to consultants; senior management and board are not committed to the process or directly involved (mistake to avoid)

Front 89

insufficient involvement of the rest of the organization

Back 89

strategy is developed by a small management group, it will be more difficult to convince the entire organization of the wisdom of the decisions and the value of changes, effort and sacrifices (mistake to avoid)

Front 90

inadequate communication

Back 90

the strategic intent and decision may not be hared with the entire organization (mistake to avoid)

Front 91

organizational strategy

Back 91

focuses on the future of the organization as a single unit

Front 92

business unit strategy

Back 92

address questions of how and where the organization will focus to create value

Front 93

operational strategy

Back 93

reflects the way in which the organization and business unit strategies are translated into action at the functional level through functional strategies

Front 94

levels of strategy

Back 94

organizational or corporate

business unit

operational

Front 95

effectiveness

Back 95

initiative accomplishing the objective?

Front 96

efficiency

Back 96

is the initiative producing results that exceed the investment in it?

Front 97

impact

Back 97

is the initiative helping to move the organization toward its strategic goals?

Front 98

key performance indicators (KPI's)

Back 98

help organizations make the right measurements, quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance

Front 99

common values

Back 99

hurley believes that finding commonalities helps overcome the sense of "otherness"

Front 100

aligned interests

Back 100

what do we do if we don't shares values - if we come from different cultures or belong to different religions or political parties or generations or sexes

Front 101

benevolence

Back 101

perceived as having genuine concern about another's well-being, above or at least equal to his or her own intersts

Front 102

capability or competence

Back 102

people must feel that an individual can deliver on commitments

Front 103

predictability and integrity

Back 103

a trustworthy person reliably "walks the talk" - there is consistency between values and behavior

Front 104

communication

Back 104

trustworthy people communicate often and fully

Front 105

emotional intelligence (EI)

Back 105

quality of being sensitive to and understanding of one's own and other' emotions and the ability to manage one's own emotions and impulses

Front 106

perceiving emotion

Back 106

identifying and evaluation emotions in oneself and others

Front 107

using emotion to facilitate thought

Back 107

capitalizing on feelings to promote and inform decision making, problem solving, and other cognitive activities

Front 108

understanding emotion

Back 108

interpreting complex emotions and understanding their causes

Front 109

regulating emotion

Back 109

tracking and managing one's own and others' emotions

Front 110

self-awareness

Back 110

becoming more aware of one's own emotions and needs and their effect on work relationships

Front 111

self-regulation

Back 111

learning to control (and accommodate) one's emotions

Front 112

motivation

Back 112

a passion of the job or current objective

Front 113

empathy

Back 113

moving from self-awareness and acceptance of the importance and legitimacy of other's emotions

Front 114

social skills

Back 114

ability to apply this intelligence to workplace activities, such as forming teams, persuading and influencing, or leading change

Front 115

group dynamics

Back 115

(Bruce Tuckman) - four stages of group or team development

-forming

-storming

-norming

-performing

Front 116

forming

Back 116

individual come together around common activity and shared goals

Front 117

storming

Back 117

individuals move past politeness, and there may be higher levels of discord as perspectives, styles and agendas clas

Front 118

norming

Back 118

over time, effective groups build trust and establish relationship

Front 119

performing

Back 119

the group becomes fully productive, collaborative and mutually supportive

Front 120

group roles

Back 120

Kenneth Benne and Paul Sheats - three basic types of roles

- task roles

- social roles

- dysfunctional roles

Front 121

task roles

Back 121

help get the work done

Front 122

social roles

Back 122

help maintain relationships and positive group function

Front 123

dysfunctional roles

Back 123

weaken the group and reduce its productivity

Front 124

accommodate

Back 124

the leader restores good relations by emphasizing agreement and downplaying disagreement

Front 125

assert (or force)

Back 125

the leader imposes a solution, one side wins and the other loosers

Front 126

avoid

Back 126

the leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved

Front 127

collaborate (or confront)

Back 127

the leader and those in conflict accept the fact that they disagree and look for a "third way", an new solution to the problem of the conflict

Front 128

compromise

Back 128

the leader asks those in conflict to bargain - altering positions on different issues until a mutually acceptable solution is defined

Front 129

negotiation

Back 129

process in which two or more parties work together to reach agreement on a matter

Front 130

soft negotiators

Back 130

value the relationship more than the outcome and will back down

Front 131

hard negotiators

Back 131

committed to winning

Front 132

principled negotiatiors

Back 132

aim for mutual gain

Front 133

negotiating process

Back 133

-preparation

-relationship building

-information exchange

-persuasion

-concessions

-agreement

Front 134

preparation

Back 134

negotiator should identify critical needs, wants that could be concessions and possible demands from the other side

Front 135

relationship building

Back 135

trust id built with the exchange of personal information that reveals character

Front 136

information exchange

Back 136

positions and needs are explained by both sides

Front 137

persuasion

Back 137

negotiators seek mutually beneficial options rather than trying to win the other side to their own position

Front 138

concessions

Back 138

both sides wants that are not essential to agreement

Front 139

agreement

Back 139

agreements may be legal instruments or verbally expressed understandings

Front 140

resistant

Back 140

fear of the unknown, comfort int he status quo

-empathy, communication, support

Front 141

neutral

Back 141

selling benefits, opportunities for involvment

Front 142

maintaining course

Back 142

perceived benefits, increase challenge

-recognition, delegation support

Front 143

shared purpose

Back 143

if people believe in the overall purpose and reason for the change, they will make a legitimate effort to change themselves

Front 144

reinforcement systems

Back 144

structures, management processes and encouragement, measurement, communication, and other critical support factors must be present and congruent with the desired change initiative

Front 145

skills required for change

Back 145

training is much more efficient and effective method than trial and error

Front 146

consistent role models

Back 146

presence of a role model within and individual employee's sphere of influence makes change real and demonstrates, in real time, that change is possible

Front 147

HDKAR - Jeffrey Hiatt

Back 147

-awareness

-desire

- knowledge

- ability

- reinforcement

Front 148

change process model

Back 148

(kurt lewin)

-unfreezing

-moving

-refreezing

Front 149

unfreeze

Back 149

purpose of this step is to get people to accept that change will occur. reducing factors that work against change is critical

Front 150

move toward the new state

Back 150

focus on getting people to accept the new, desired state

Front 151

refreezing

Back 151

once the change has been implemented and generally accepted, the focus should be on making the new idea a regular part of the organization.

Front 152

cascade

Back 152

relies on a top-down sequence with complete change at each level

Front 153

progressive

Back 153

change originates at the top and is broadcast to the entire organization, individuals slowly change with added information

Front 154

organic

Back 154

relies on independent centers and multiple origins of change within the organization, radiates out unevenly but accelerates when top leadership support local change and local leaders

Front 155

business intelligence

Back 155

refers to the ability to gather and analyze data from inside and outside the organization so that information is available for decision makers

Front 156

reliability

Back 156

reflects the ability of data-gathering instrument or tool, such as a survey or a rater's observation or a physical measurement, to provide results that are consistent

Front 157

validity

Back 157

ability of an instrument to measure what it is intended to measure

Front 158

statistical sampling

Back 158

used when a population to be analyzed is very large or when data cannot be obtained from the entire population

Front 159

measurement bias

Back 159

when people consciously or unconsciously evaluate data in an irrational manner

Front 160

stereotyping

Back 160

applies generalized opinions about how people of a given gender, race, religion, age, education level, job type, or national origin look, think, act, feel, or respond

Front 161

inconsistency

Back 161

in using a data-gathering approach or tool can result in selectively gathering data

Front 162

first-impression error

Back 162

investigator makes snap judgements and lets his or her first impression (either positive or negative) cloud the subsequent evaluation

Front 163

negative emphasis

Back 163

involves weighting a small negative reaction or piece of information more than it shoudl objectively merit

Front 164

halo effect

Back 164

allows one strong point to that he or she values highly to overshadow all other information

when this works in the subject's favor

Front 165

horn effect

Back 165

allows one strong point to that he or she values highly to overshadow all other information

when this unfavorably towards the subject subject

Front 166

nonverbal bias

Back 166

undue emphasis is placed on unrelated nonverbal cues

Front 167

contrast effect

Back 167

strongly convincing individuals tend to enhance the negative impressions of the next individual interviewed, and the vice versa

Front 168

similar-to-me- error

Back 168

involves making judgements based on shared personal characteristics

Front 169

cultural noise

Back 169

occurs when an analyst fails to recognize that an individual is responding to questions with answers that the interviewer wants them to hear

Front 170

mean

Back 170

the average of a score or value

Front 171

unweighted average

Back 171

raw average, gives equal weight to all values

Front 172

weighted average

Back 172

weighted mean, adds factors to reflect the importance of different values

Front 173

median

Back 173

or 50th percentile, is the middle number in a range of values

Front 174

mode

Back 174

the most frequently occuring value

Front 175

quartiles and percentiles

Back 175

show dispersion, or how groups of data relate to each other

Front 176

variance analysis

Back 176

identifies the degree of difference between planned and actual perforance

Front 177

regression analysis

Back 177

refers to a statistical method used to determine whether a relationship exits between variables and the strength of the relationship

Front 178

trend analysis

Back 178

examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend

Front 179

root-cause analysis

Back 179

starts with a result and then works backwards

Front 180

scenario analysis / what if analysis

Back 180

for the purpose of evaluation, used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved

Front 181

pie-chart

Back 181

graphically depicts as portions or slices of a circle that constituents that comprise 100% of a data group

to present a high-level impression of data distribution as a percentage of a whole

Front 182

histogram

Back 182

graphically depicts the sorting of data into groups arranged in the shape of a statistical distribution, showing a central tendency and dispersion around that tendency

sort data and to support rapid comparison of categories of data

Front 183

pareto chart

Back 183

applies the Pareto principle (80% of effects come from 20% of causes) in the form of a histogram. a percentage lines the plots

distinguishes between the "vital few" categories that contribute most of the issues and the "trivial many" categories of infrequent occurrence to support more-focused quality improvement activities

Front 184

scatter diagram

Back 184

plots data points against two variables that form the chart's x and y axes

can be used to test possible causal relationships and narrow focus on subsequent tests

Front 185

global mindset

Back 185

ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views

Front 186

culture

Back 186

set of beliefs, attitudes, values, and behaviors shared by members of a large group and passed down form one generation to the next

Front 187

national cultures

Back 187

the distance between countries is merely geographical. with their different national cultures comes host of differences in assumptions, outlook, and rules that can challenge communication and comprehension

Front 188

subcultures

Back 188

there can be significant between distances between subcultures within the same national culture

Front 189

organizational/corporate cultures

Back 189

difference between different groups (departments) in and organization

Front 190

industry cultures

Back 190

difference between how to different companies based on what they do

Front 191

professional or functional cultures

Back 191

culture can vary by functions within and organization. product development vs finance

Front 192

cultural layers

Back 192

(inside moving out)

- basic assumptions (implicit culture)

- norms and values

- artifacts and products (explicit culture)

Front 193

artifacts and products

Back 193

include a cultures obvious differences, such as its food, dress, architecture, humor, and music

Front 194

norms and values

Back 194

less immediately obvious are a culture's shared and stated sense of acceptable behaviors

Front 195

basic assumptions

Back 195

these are culture's core beliefs about how the world is and ought to be

Front 196

clans

Back 196

value family-like ties and supportive relationships among employees

Front 197

adhocracies

Back 197

value entrepreneurial spirit and risk taking

Front 198

hierarchies

Back 198

value efficiency and stability and believe in rules

Front 199

market

Back 199

cultures are driven by competition and value results

Front 200

family

Back 200

organizational culture is marked by a parent-child dynamic in which personal relationships and getting along together are extremely important

Front 201

eiffel tower

Back 201

concept that refers to a hierarchical structuring of relationships

Front 202

incubator

Back 202

describes organizations that are relatively flat, in which individuals can exert power and gain recognition

Front 203

guided missile

Back 203

organization is highly focused on the achievement of specific goals, often those that deliver value in a short time frame

Front 204

intercultural wisdom

Back 204

also called cultural intelligence, capacity to recognize interpret, and behaviorally adapt to multicultural situations and contexts

Front 205

cognitive

Back 205

including thinking learning and strategizing, developing a knowledge of cultural differences and similarities and being able to use that knowledge to determine how best to handle a cross-cultural situation

Front 206

motivational

Back 206

including effectiveness, confidence, persistence, value congruence and the level of attraction toward a new culture

Front 207

behavioral

Back 207

including an individual's range of possible actions and responses to intercultural encounters

Front 208

civil law

Back 208

civil law is a system based on written codes approved by legislative bodies

Front 209

common law

Back 209

common law is based on legal precedent; each case is considered in terms of how it relates to judicial decisions over time

Front 210

religious law

Back 210

religious law is based on religious beliefs and conventions: a mixture of written codes and interpretations by religious scholars

Front 211

rule of law

Back 211

ancient concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws

Front 212

due process

Back 212

a critical component of the rule of law, is the concept that laws are enforced through accepted, codified procedures, thereby avoiding unfair or arbitrary government action and restraining governments - or branches of government or individual officials - from abusing their power over citizens and entities doing business there

Front 213

jurisdiction

Back 213

right of a legal body to exert authority over a given geographical territory, subject matter, or person or institutions

Front 214

conflict of laws

Back 214

occurs when the laws of two or more jurisdictions with ties to a lawsuit differ and in which the outcome of the case may depend on which jurisdiction's laws are applied

Front 215

forum or jurisdiction shopping

Back 215

occurs when plaintiffs seek to bring their suit in a jurisdiction more likely to be sympathetic to their claims

Front 216

levels of law

Back 216

must meet national codes and tax regulations, local employment rules and building codes, municipal zoning regulations and so on..

Front 217

national laws

Back 217

these are laws enacted by the highest federal legislative bodies of a country, intended to apply across the entire nation

Front 218

subnational

Back 218

levels might include municipalities, states, provinces, or regions within a nation

Front 219

extraterritorial

Back 219

extends the power of a country's laws over its citizen outside that country's sovereign national boundaries

Front 220

regional/supranational

Back 220

binding agreements among nations of a region (european union)

Front 221

international

Back 221

involves both the relationship between nations and the treatment of individuals within national boundaries

Front 222

communication model

Back 222

communication > message > medium > receiver

goes back to communication with feedback

Front 223

high-impact communication

Back 223

you>message>delivery>audience

Front 224

framing

Back 224

reflects the process of getting an audience to see communicated facts in a certain way so that they take a certain action

Front 225

reframing

Back 225

changing the way an audience sees or feels

Front 226

posture and movement

Back 226

maintaining an erect but relaxed posture, moving slowly, following and mirroring the posture of audience members if appropriate

Front 227

gesture

Back 227

using hand movements to emphasize key points but not overusing gestures or using them at the wrong time

Front 228

eye contact

Back 228

establish soft (not piercing) contact with the eyes of audience members, shifting gaze slowly to include all members of the audience

Front 229

vocal qualities

Back 229

speaking clearly, loudly enough to be heard, and at a reasonable speed