It Presentations Worksheet Comm 218 University Of Ph

It Presentations Worksheetcomm218 Version 21university Of Phoenix Mat

It Presentations Worksheetcomm218 Version 21university Of Phoenix Mat

IT Presentations Worksheet COMM/218 Version University of Phoenix Material IT Presentations Worksheet When completing the worksheet, use a variety of multimedia from the following list: objects, models, video, WebEx, Prezi, PowerPoint®, Speaker, Transparencies, Flip Charts, Handouts, etc. Complete the table for each audience by: · Selecting the type of presentation that might be delivered to each audience. · Describing, in 75 to 100 words, the purpose and potential topic for each audience. · Describing three types of media that would be appropriate for each audience and why you selected each type. Audience Type of IT Presentation – Select the type of presentation that might be delivered to the audience.

Purpose and Topic – Describe the purpose and potential topics in 75 to 100 words. 3 Types of Media Describe 3 types of multimedia that would be appropriate for this audience and explain why you chose each. Board Room Small Audience of Peers Large Audience of General Public Virtual Audience of Mixed Attendees BOS 3651, Total Environmental Health and Safety Management 1 Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to: 6. Relate continuous improvement principles to safety management concepts. 6.1 Characterize the link between lean concepts and the safety management system.

7. Examine management tools necessary to implement effective safety management systems. 7.1 Explain the importance of a management of change process in reducing serious injury potential. 7.2 Demonstrate how safety design reviews can reduce risks introduced by procurement processes. Reading Assignment Chapter 18: Lean Concepts—Emphasizing the Design Process: Section 5.1.3 of Z10 Chapter 19: Management of Change: Section 5.1.3 of Z10 Chapter 20: The Procurement Process: Section 5.1.4 of Z10 Unit Lesson Business owners and managers are always looking for the best way to run their operations to maximize profits.

Many new management systems and processes have been developed and implemented with varying degrees of success in recent years. Regardless of what management system an organization uses, it is critical for safety processes to be integrated into the larger structure. A management concept that has proven successful for many organizations (particularly in the manufacturing sector) is lean, used successfully for more than 50 years by the Toyota Corporation. The basic premise of lean is to reduce waste in all phases of an operation (Manuele, 2014). What better example of a waste of valuable resources is there than an injury or illness?

Recall that the hierarchy of controls tells us the best place to reduce risk is at the design stage of a product or process. It is also at the design phase that lean concepts can be applied for the greatest benefit. Z10 does not specifically address lean, but it does call for processes “to prevent or otherwise control hazards at the design and redesign stages†(Manuele, 2014, p. 26). One of the foundations of lean is the 5S concept (Manuele, 2014). ï‚· Sorting, where everything not needed is removed from the workplace ï‚· Simplifying, where everything needed has a place and is well marked ï‚· Systematic cleaning, where orderliness is created and maintained ï‚· Standardization, where best practices are developed and adopted for efficiency ï‚· Sustaining, where the previous steps are maintained.

UNIT VII STUDY GUIDE Integrating Safety Management and Operational Management BOS 3651, Total Environmental Health and Safety Management 2 UNIT x STUDY GUIDE Title Anvari, Zulkifli, and Yussuff (2010) propose that a sixth S, for safety, be added between systematic cleaning and standardization, and they found that some organizations have already done so. They feel this gives safety the visibility and integration it deserves as a significant contributor to reduction of waste. Manuele (2014) warns that representing safety in its own step might signal that safety is not really integrated but still separate. The U.S. Environmental Protection Agency (EPA) has adopted a 6S model that shows safety as surrounding all the other steps.

Organizations must decide what is best for them, and however lean is implemented, it is important for the safety staff to have an active role in the process. Have you ever heard the adage “Nothing is constant except change?†In some organizations, it does seem true: reorganizations, rebranding, reorganizations, new products, reorganizations, mergers, and acquisitions. Did I mention reorganizations? Many books have been written and many consultants are waiting to guide organizations through the maze of these transformations. In his research into serious injuries and fatalities, Manuele (2014) found that a large proportion of incidents resulting in severe injury occur in unusual and non- routine work, during modification or construction operations, during shutdowns for repairs, during maintenance and startups, and when situations go from normal to abnormal (p.

62)—in other words: when things change. It is no surprise, then, that an entire chapter in the course textbook (Chapter 19) and a section of Z10 deal with management of change. Many organizations have great safe operating procedures, job hazard analyses, and other safe work systems in use. But how many have a plan on how to deal with changes in processes, equipment, procedures, or personnel that may alter the risks previously identified? Think back to the PDCA cycle.

It would seem that the Check phase of the cycle (or section 6.0 of Z10) would take care of this. It can, but do we have to wait until problems are found? Remember, we want to prevent injuries and illnesses. Why not introduce a process that anticipates problems and can deal with them earlier? That is management of change and why it is part of the do phase (and section 5.0 of Z10).

Manuele (2014) suggests that for management of change to be effective, it must be a formalized process. Many good examples can be found in safety literature. Closely related to safety design reviews, reviewing procurement specifications allows the safety professional to reduce risk up front by ensuring risks are identified and addressed. Influencing the procurement process may well be one of the most difficult challenges for the safety professional. Once again, Manuele (2014) looks to ergonomics as a way to get a foot in the door, and just like the design review process, it is important to keep the dollar sign savings in front of management.

Course Project As in previous units, the non-graded learning activities in this unit contain an exercise designed to help you with the course project that will be due in Unit VIII. By completing this activity and similar ones in other units, you will have most of the data and analysis needed to put together a high-quality report to management on the state of the safety management program. 6S concept as adopted by the U.S. EPA BOS 3651, Total Environmental Health and Safety Management 3 UNIT x STUDY GUIDE Title References Anvari, A., Zulkifli, N., & Yussuff, R. M. (2011).

Evaluation of approaches to safety in lean manufacturing and safety management systems and clarification of the relationship between them. World Applied Sciences Journal, 15(1), 19-26. Manuele, F. A. (2014). Advanced safety management: Focusing on Z10 and serious injury prevention (2nd ed.).

Hoboken, NJ: Wiley. U.S. Environmental Protection Agency. (2011). 6S (5S+safety). Lean and environment toolkit (pp.

49-60). Retrieved from

Paper For Above instruction

Introduction

Effective communication is fundamental to ensuring the success of information technology (IT) presentations across diverse audiences. Tailoring presentations to specific groups—whether in boardrooms, small peer groups, large public forums, or virtual environments—requires an understanding of their unique needs, interests, and preferred media. Delivering impactful presentations involves selecting appropriate formats, clearly defining purpose and themes, and employing multimedia tools that enhance comprehension. This paper explores how to adapt IT presentations for different audiences by examining suitable presentation types, setting clear objectives, and choosing effective multimedia to facilitate engagement and understanding.

Board Room Audience

For a boardroom audience, the presentation typically centers on strategic IT initiatives, governance, or high-level project updates. The purpose is to inform decision-makers, secure approval, and align IT strategies with organizational goals. The topic might include, for example, cybersecurity investments or enterprise system upgrades. A formal, concise presentation style with data-driven visuals is essential. Appropriate media choices include PowerPoint presentations for structured information, executive dashboards for real-time data insights, and brief video clips to illustrate points efficiently. These media facilitate quick comprehension and support strategic discussions, aligning with the audience’s need for clarity and brevity.

Small Audience of Peers

A presentation to a small group of IT or related professionals is typically technical and interactive. The objective is to share insights, troubleshoot issues, or gather feedback on technical solutions. Topics could include software development practices or network security protocols. Media such as live demonstrations using models or objects, collaborative tools like Prezi for engaging storytelling, and handouts or PDFs for detailed reference materials are suitable. These tools foster engagement, facilitate technical explanation, and allow for immediate participant feedback. The informal setting benefits from multimedia that encourages interaction and peer collaboration.

Large Audience of the General Public

When addressing a broad, non-technical public audience, the main goal is to raise awareness, educate, or promote understanding of IT-related topics such as data privacy or digital safety. The presentation should be simple, engaging, and relatable. Visuals and multimedia should capture interest quickly; for instance, short, impactful videos, infographics, and storytelling presentations use multimedia like slideshows with compelling images or animations. A clear narrative supported by multimedia helps demystify complex subjects and build trust. Simplified language combined with visual storytelling is essential to maintain interest and communicate key messages effectively.

Virtual Audience of Mixed Attendees

Delivering to a virtual audience comprising diverse participants—from various geographic locations and professional backgrounds—requires flexibility in presentation style and media use. The purpose often includes training, updates, or collaborative workshops. Interactive tools such as WebEx or Zoom features (polls, chat, screen sharing) are vital. Multimedia choices include Prezi or PowerPoint for dynamic slides, video clips for demonstrations, and interactive polls or quizzes to engage attendees actively. These media support remote interaction, accommodate different learning styles, and increase participation despite physical separation. Utilizing a mix of visual, audio, and interactive media ensures broad accessibility and engagement.

Conclusion

Adapting IT presentations effectively to different audiences involves understanding their unique needs and selecting suitable presentation styles and multimedia tools. Strategic use of media enhances clarity, engagement, and information retention. For executive boardrooms, concise visuals and dashboards communicate critical data; peer presentations thrive with demonstrations and collaborations; public outreach benefits from storytelling and visuals; and virtual audiences require interactive digital tools. Tailoring multimedia strategies ensures communication effectiveness across all settings, supporting organizational goals and fostering informed decision-making.

References

Anvari, A., Zulkifli, N., & Yussuff, R. M. (2011). Evaluation of approaches to safety in lean manufacturing and safety management systems and clarification of the relationship between them. World Applied Sciences Journal, 15(1), 19-26.

Manuele, F. A. (2014). Advanced safety management: Focusing on Z10 and serious injury prevention (2nd ed.). Wiley.

U.S. Environmental Protection Agency. (2011). 6S (5S+safety). Lean and environment toolkit (pp. 49-60). Retrieved from https://www.epa.gov

Lean Enterprise Institute. (2020). What is Lean? Retrieved from https://www.lean.org

Gonzalez, R., & Mark, G. (2004). “Constant, Constant, Multi-tasking C appliqué for Multiple Tasks: The Effect of Habit on Multitasking.” Human-Computer Interaction, 19(4), 389-420.

Schwalbe, K. (2015). Information technology project management (8th ed.). Cengage Learning.

Duarte, N. (2010). Resonate: Present visual stories that transform audiences. Wiley.

Reynolds, G. (2011). Presentation Zen: Simple ideas on presentation design and delivery. New Riders.

Fleshman, J. (2012). Communicating with Large and Diverse Audiences. Harvard Business Review.

Schmidt, R., & Bannon, L. (2013). “Designing for Effective Virtual Presentations.” International Journal of Human-Computer Studies.