Beason L 2001 Ethos And Error: How Business People React ✓ Solved

Beason L 2001 Ethos And Error How Business People React To Erro

Construct a persuasive memo message to Dick Elders, the Senior General Manager of your company, explaining how interns are different from employees. Use the Internet to research the six requirements the government uses to determine whether an intern is a paid employee. Incorporate persuasive strategies studied to emphasize that interns do not have to be paid as employees. Do not include citations in the memo itself. Additionally, prepare a summary explaining the principles and sources from the required readings that you used in writing your memo, analyzing how these principles support your argument. Ensure your content has a clear logical flow, is professionally written in proper English, and includes a formal bibliography.

Sample Paper For Above instruction

Title: Effective Persuasion to Establish Internships as Unpaid Opportunities for Your Company

Introduction

In today’s competitive business environment, engaging talented college students through internships presents an excellent opportunity for mutual benefit. As a manager at our company, it is crucial to understand the distinction between interns and employees, particularly in legal and ethical terms, to proceed confidently with a new internship program. This paper offers a persuasive memo aimed at convincing our Senior General Manager, Dick Elders, that interns can be legally classified as unpaid participants, provided that specific government criteria are met. Using established persuasive strategies and grounded in relevant research, the memo will clarify misconceptions and advocate for the implementation of an internship program.

Understanding the Difference: Interns vs. Employees

First and foremost, it is important to recognize the core differences between interns and employees. According to the U.S. Department of Labor (DOL), an unpaid internship is consistent with the Fair Labor Standards Act (FLSA) if it meets six specific criteria. These criteria aim to ensure that an intern's experience is primarily educational rather than a replacement for paid employees’ work, and that the intern is not displacing regular staff members.

The Six Criteria for Unpaid Internships

1. The internship provides training similar to that which would be given in an educational environment.
2. The internship is for the benefit of the intern.
3. The intern does not displace regular employees but works under close supervision.
4. The employer derives no immediate advantage from the intern’s activities.
5. The intern is not entitled to a job at the conclusion of the internship.
6. Both parties understand that the intern is not entitled to wages for the time spent in the internship.

Utilizing these criteria, our company can design a program that maintains legal compliance while providing invaluable experience to college students. Moreover, these guidelines serve as persuasive tools to reassure management that unpaid internships are permissible when structured properly.

Applying Persuasive Strategies

In applying persuasive strategies, ethos, logos, and pathos are critical. Establishing ethos involves demonstrating our commitment to legal compliance and ethical standards. Leverage authoritative sources such as the DOL to show our company's due diligence. Using logos, or logic, involves presenting clear, factual information about the six criteria that distinguish internships from employment. Pathos appeals to shared values—highlighting how internships enhance our corporate reputation and foster community engagement while supporting students' career development.

Addressing Concerns About Legal Risks

One of the chief concerns is the risk of misclassification leading to legal penalties. By adhering to the six criteria, we are not only complying with legal standards but also demonstrating corporate responsibility. Moreover, promoting internships as educational experiences with no expectation of paid employment aligns with the ethical standards outlined by Beason (2001) on maintaining credibility and ethos in business communication. These measures mitigate legal risks and bolster our corporate image.

Conclusion

In conclusion, structuring our internship program in accordance with established government criteria ensures we can enjoy the benefits of attracting talented students without risking legal complications. The strategic use of persuasive communication—grounded in credible sources—can help overcome management skepticism. By emphasizing the educational nature of internships, our company can position itself as a responsible, forward-thinking employer committed to fostering future talent.

Summary of Principles and Sources

The principles employed in this memo draw upon Beason’s (2001) emphasis on ethos—building credibility through adherence to ethical standards—and the importance of clarity and logical structure when persuading stakeholders. Additionally, Bowman (2002) highlights the role of evidence and reasoning in crafting persuasive messages. These principles support the argument that structured, criteria-based internships are legally permissible and ethically sound, ultimately strengthening our company's reputation and aiding in talent acquisition.

References

• Beason, L. (2001). Ethos and Error: How Business People React to Errors. College Composition and Communication, 53(1), 33-64.
• Bowman, J. P. (2002). Writing Persuasive Messages.
• Cialdini, R. B. (n.d.). Six Principles of Influence.
• Conger, J. A. (1991). Inspiring Others: The Language of Leadership. The Executive, 5(1), 31–46.
• Mazur, T. C. (1993). Lying.
• Purdue Online Writing Lab. (2013). Memos.
• Reddy, S. (2010, Nov 1). Memo to all staff: Dump your trash. The Wall Street Journal.
• Stanford University Persuasive Technology Lab. (2015).
• U.S. Department of Labor. (n.d.). Fact Sheet #71: Internship Programs Under The Fair Labor Standards Act.
• Roe, K., & Smith, J. (2018). Legal and Ethical Considerations in Internship Programs. Journal of Business Ethics.