Enhancing Workplace Stability: The Power of PowerPoint Presentations

2. Stable presence in the workplace Source: Lennox, Newman, Wolfe, Jameson, 2012

3. Unique rhetorical makeup Audience More often passive recipients, with questions brought up in Q&A Active participants, with knowledge of the report content prior to the meeting/discussion

4. Unique rhetorical makeup Purpose Supports face-to-face, oral presentations Serves as visual supplement/enhancement of the speech Fulfills report functions: informs, persuades, etc. Serves as stand-alone message; oral presentation is not necessary

5. Unique rhetorical makeup Context Speaking engagements, formal presentations Less formal or distant presentations/discussions/meetings

6. Unique rhetorical makeup Format Projected onto a screen, may be printed out as handouts • Printed full size (one slide per page), often spiral bound

7. Unique rhetorical makeup Format • Primarily visual • One chart per slide • Dark or pale background • Larger font size • Both verbal and visual • Multiple charts per slide with explanatory text • White background • Smaller font sizes

8. Function-driven design and formatting

9. Function-driven design and formatting

10. Function-driven design and formatting PowerPoint software

11. Challenge of balancing

12. Micro-level balancing Section/paragraph/sentence level Word report PowerPoint report

13. Micro-level balancing Main challenges

14. 1. Logic of the argument Tell a story

15. 1. Logic of the argument Signal the structure

16. 1. Logic of the argument Follow natural reading direction

17. There are two drawbacks to using the current online service Section 5: Service Innovation for UPS • Two Drawbacks Customers are prompted to the following screen when they “Ship as a Guest” : All blanks need to be filled in to create a shipping label online. Two drawbacks: Customers need printers to make use of this service UPS stores do not have access to shipment information that have been created online  This demonstrates the absence of the communication link between the main DB and the stores’ DBs. Source: https://www.ups.com/uis/guest?loc=en_US

18. 2. Amount of text

19. Early afternoons are the busiest periods for The UPS Store in Collegetownand Step #1 is the slowest Section 3: Underlying Problems Source: See Appendix • Created from 31 in-store observations, the table above indicates the service operation flow at The UPS Store in Collegetown during busy peak hours—early and late afternoons. • Early afternoon time period: 12PM - 3PM • Late afternoon time period : 3PM - 7PM • An average of all the 31 observations – at each step – were calculated to measure the amount time spent at each step. Explanation of Data With students being primary customers, The UPS Store in Collegetown sees a great number of students during the 12PM-3PM time frame—students tend to stop by the store and send or drop off their mail during mid-day, preferably in between classes, to efficiently manage their time amidst their busy schedules. Due to the high volume of customers in early afternoons, customers spend more time at the store to get their shipping needs met during this time period than in late afternoons. Step #1 (i.e., shipping form & data input) obviously is the bottleneck, slowing down the entire shipping process at the store.

20. 3. Text/Visuals/Data balance Show, don’t tell

21. The web database (DB) innovation will enable two-way communication between the main DB and stores’ DBs and streamline service Section 5: Service Innovation for UPS • Direction of data transferred Existing communication Main DB UPS Corporate Database To-be-establishedcommunication withservice innovation OnlineCustomer The UPS Store #4795 Explanation of Diagram The UPS Store #6252 The service innovation calls for a restructuring of the company’s DB infrastructure, in which two-way communication between the main DB and the stores’ DBs will be possible, further streamlining UPS’s operations. The current infrastructure of UPS’s current database (DB) does not enable individual UPS stores to access the main database, which handles all of the shipment orders created online. With the service innovation, The UPS Store employees will be able to pull up the shipping information customers filled out online prior to their store visit; faster service will be guaranteed, as the repetitive process in Step #1 will be eliminated for those who use the modified online service.

22. 3. Text/Visuals/Data balance Group information visually

23. The web database (DB) innovation will enable two-way communication between the main DB and stores’ DBs and streamline service Section 5: Service Innovation for UPS • Direction of data transferred Existing communication Main DB UPS Corporate Database To-be-establishedcommunication withservice innovation OnlineCustomer The UPS Store #4795 Explanation of Diagram The UPS Store #6252 The service innovation calls for a restructuring of the company’s DB infrastructure, in which two-way communication between the main DB and the stores’ DBs will be possible, further streamlining UPS’s operations. The current infrastructure of UPS’s current database (DB) does not enable individual UPS stores to access the main database, which handles all of the shipment orders created online. With the service innovation, The UPS Store employees will be able to pull up the shipping information customers filled out online prior to their store visit; faster service will be guaranteed, as the repetitive process in Step #1 will be eliminated for those who use the modified online service.

24. 3. Text/Visuals/Data balance Interpret data, design data displays (charts, infographics, etc.)