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ITSM for high-velocity teams

The complete guide to enterprise service management (esm), what is enterprise service management (esm).

Enterprise Service Management – often referred to as ESM, is the extension of IT Service Management (ITSM) principles to enable better service delivery for business teams like Human Resources (HR), legal, facilities, marketing, and finance. ITSM is how IT teams manage the end-to-end delivery of IT services to customers. One example of ESM is building a service desk that could be used by all teams across the organization. ESM builds on IT workflows so they can better manage service demand and delivery with a service management tool.

Importance of ESM

While other departments such as HR and facilities offered internal “services” they’ve never applied the structure and frameworks offered in ITSM. ESM emerged from the ITSM space, and was largely coined by leading analyst firm Forrester.

Forrester defines ESM as “extending IT service management capabilities beyond technology services to address business-centric use cases; managing service demand and supply through a common platform, portal, and service catalog; and speeding up innovation and workflow automation through PaaS/low-code development tooling.”

At Atlassian, our customers frequently use Jira Service Management for departments like marketing, finance, and sales, with great success. Over 100 teams at Twitter , including HR, procurement, and facilities deliver services like employee onboarding and responding to facilities incidents with Jira Service Management. AppDynamics, a provider of application performance monitoring, onboarded over 700 new employees in one year with Jira Service Management. In fact at Atlassian, we rely on 130 service desks internally to keep work flowing.

ITSM vs ESM

Instead of ITSM vs ESM, it’s ITSM plus ESM. A great ITSM implementation helps organizations build upon their success and apply it to unify all teams, standardize service and streamline workflows. ESM picks the “best of the bunch” from existing ITSM principles that IT teams have relied on for years. ITSM excels at helping IT teams improve performance, effectiveness, responsiveness, and being able to measure it all is what ITSM does really well. It’s not just about blindly duplicating. It’s about intentionally adopting the principles of ITSM to meet the unique business needs of each department. Ensuring everyone speaks the same language and can access help in a consistent way.

Certain ITSM practices are a natural fit when it comes to enterprise-wide service delivery, one being knowledge management. Knowledge management helps team members access information in a self-service fashion. A single, unified portal helps everyone -from assistants to the CEO - access help and direct requests to the right team.

To keep up with the speed of business, ITIL 4 was introduced in February 2019, evolving the popular ITSM framework. Signifying the shift from inflexible processes and heavy workflows, ITIL 4 embraces ways of working like agile and DevOps. These approaches focus on flexibility, collaboration, people-centric processes, and speed.

How ESM enables Digital Transformation

The terms ITSM and ESM can sound offputting for teams outside of IT. With more and more businesses embarking on digital transformations, gaps between teams are becoming clearer. While ESM isn’t digital transformation, there are a number of ways ESM enables digital transformation, including:

Clarifying services and improvements

At a large organization, there is little visibility into the day-to-day of what the HR team does for the rest of the company. It’s not always apparent, but all teams offer a range of services that are generally accessed in a haphazard way. HR teams get pings on Slack for payroll information, facilities teams get emailed about urgent repairs required, and IT teams get office walk-by's to ask about laptop replacements. ESM helps organizations articulate their services and offer it in a consistent way through a unified portal, accessible 24/7.

Breaks down internal silos

When it comes to onboarding a new employee, HR and IT need to work closely together through a myriad of steps, which can be extremely manual and error-prone. With ESM, an orchestrated approach defines a consistent workflow initiating the new employee into the system. Then the facilities are notified a new workspace is required, and IT is prompted to organize a new laptop and access. With all the steps automated, a consistent sequence is followed, ensuring no one drops the ball.

Uses automation to drive efficiency

Automating onboarding isn’t the only area that can be sped up. When all teams display their services through a ‘digital catalog’, processes are identified. IT teams can automate access to software systems or replacements of broken equipment, all while having everything tracked and logged.

Streamline control and governance

What is tracked can be measured. By defining services across all teams, work can be centralized and streamlined. For example, ID passes can be risky for an organization. If the requests are lodged through a service management tool, at the end of each month, facilities teams can look at outstanding passes and follow up. Before this, ID passes may never make it back from contractors.

Getting started with ESM

Create a single portal for all service requests.

Design for a customer-centric service experience

Subpar experiences plague internal IT systems. ESM helps define and clarify internal services, creating a holistic approach to processes and workflows that benefit all employees. With a central place to find information and request additional support, employees can quickly find answers to frequently asked questions and submit a ticket to the right service team as needed.

For example, HR teams publish answers to their most frequently asked questions regarding payroll, holiday leave, and ID cards. HR can also build and share custom, no-code forms where employees can get clear guidance on on how to submit a request and confidence that they will get what they need from the people on the other end of the ticket.

When employees start to submit a ticket, recommended articles from the knowledge base appear with helpful information through a tool like Jira Service Management, getting employees the answers they need quickly while deflecting tickets from busy teams.

Workflow automation

Instead of HR teams manually chasing down signatures, IT can create a workflow that transitions ownership of the ticket to ensure documents are tracked and fulfilled. Learn more about HR automation best practices .

The future of ESM

ESM brings clarity to internal services and gets everyone on the same page. As businesses increasingly adopt digital transformation initiatives, IT can be the enabler through introducing ESM. IT teams are uniquely placed to drive transformation across the business, and as the experts in ITSM, they can lead the rest of the business to better practices, shedding their previous stigma of being a cost center.

Want to learn how ESM works in Jira Service Management?

HR Automation Best Practices

When IT understands the HR team’s unique needs, it can better identify which processes should be automated and dramatically amplify the HR team’s efficacy.

HR Service Management: The Jira Approach | Atlassian

Jira Service Management offers out-of-the-box templates for HR teams. Pre-built workflows for processes such as onboarding, off-boarding & HR inquiries.

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Management Presentation: 8 Tips, Examples & a Template

In a corporate context, presenting works wonders for a career. Most professionals get exposure to presenting to informed colleagues and department managers. It’s an ideal way to get visibility and show value. But a management presentation to senior executives who aren’t familiar department nuances is a different ballgame.

A management presentation is a high-level summary to senior executive that optimizes reports to include only the details relevant to directorial decisions . They are notoriously difficult to navigate for two reasons: 1. most executives do not have working knowledge of the nuances in each department , 2. presenters rarely have time to understand executives’ preferences .

More than anything else, good management presenters learn how to strike a balance in the degree of detail: they provide enough detail so executives make informed decisions, but not so much detail that they cause confusion.

This article explores how to make a good management presentations in PowerPoint using 4 management presenting best practices , 4 management presenting techniques , providing examples for each, and finishing with a management presentation template you can apply in real life. You can use it as a jumping off point for deeper communication curriculum .

5 management presenting best practices are:

• Ask what managers prefer ahead of time.
• Have 1 message, and 1 message Only.
• The only words should be “Thought Starters.”
• Keep it short.
• Practice 7 times in advance.

4 management presenting techniques are:

• Use a CSP model – Challenge, Solution, Progress.
• Begin with a summary of exactly 3 points.
• Use only these 3 chart types: bar, line, scatter.
• Design slides with the company logo.

I will use a financial analyst perspective in this article, but everything here applies to data and business analysts as well.

Ask Executives Their Preference Ahead of Time

If you’ve ever taken a class on presentation techniques, you’ve heard the old adage “know your audience.” It’s true, the best way to deliver a great presentation is to align your message with what your audience already understands. The same applies to a management presentation.

The challenge is that, more often than not, executives are too busy for you to get to know them well. This means you hardly get the chance to understand how they like presentations. So what can you do? Well, ask them! There’s no harm in sending an email to understand better. And what’s more, once you know, you can always defer to their preferences in the future.

For a financial management presentation, common questions to ask include the following:

• Do you prefer to see raw data, or only visualizations?
• Do you prefer charts or table summaries?
• Would you like a written explanation on paper for each slide?
• Do you like averages alone, or do you prefer means, or standard deviation?
• What interests you most in a presentation?

If you gather some helpful insights, then your presentation will be that much better. That said, you may not get a response, or it may be quick and not insightful. But most senior executives will appreciate you asking .

The best part is you will be able to surprise them. Using the best practices and techniques below, in additional to any insights gathered form your email, will work wonders for you.

Have 1 Message, and 1 Message Only

The easiest mistake to make on a management presentation is trying to deliver multiple messages. Senior executives go through loads of meetings every day, and each meeting they have includes a wave of information. Your mission should be to deliver 1 essential message so they can easily understand and compartmentalize it.

This is no easy task. When I try to narrow down the focus of my management presentation message, it seems like I leave out critical information along the way. The key is to tell a story to incorporate critical information as part of a story towards the essential message.

For example, imagine you work for a wholesale watch company called Batch Watch . You want to explain a financing operation in which the company has the option of two loans to fund the initial costs of 10,000 watches. These loans have different interest rates and maturity dates. Loan A is better if the company expects to sell the watches within 3 months, while Loan B is better if the company expects to sell over more than 3 months. Each has cancellation fees and cash flow impacts.

Instead of showing the cancellation fees and cash flow impact of the each loan, all you need to say is “ we expect the company to sell them within 3 months, and we recommend loan A for that reason.” If the executives disagree on the sale timeline, they will ask for more information.

This is how you keep senior executives engaged, by integrating them in the story you tell. Ultimately, the essential message of your presentation should be how much profit the company will make from the watch funding operation. Senior executives should leave feeling like the project is in good hands with you, and they only feel that way when you tell a story around the essential message .

Whatever the Message, Use Data

Whatever message you want to send, it needs to be backed up by data. In the example above the data was financial, but it’s not always that simple. Context may require you to provide KPIs and perform extensive data analysis that culminates in a small output that your viewers can easily digest.

You need to be strong with data to deliver a good management presentation. To get started or refresh your memory, you can read AnalystAnswers’ free Intro to Data Analysis eBook .

The Only Words Should be “Thought Starters”

As a general presentation principle, you should not write many thoughts down on presentation slides. Words have two negative impacts on the audience: they demand energy from the reader, and they make the reader feel compelled to read, lest they misunderstand.

If you can avoid putting text blocks altogether, do. If you don’t need any writing at all, don’t. However, if you need guidance as you speak or want to provide reminders for a later data, use “Thought Starters.”

Thought starters are phrases of 3 words maximum that contain ideas leading to the essential message. People often call them “bullet points,” which is common for list-style thought starters. Personally, I prefer to place thought starters at different places on a slide. When I use a chart, for example, I put thought starters at relevant places on the slide.

Keep it Short

Your presentation should never consume more than 80% of the allotted timeframe. This means that if you plan a 5 minutes meeting, deliver the presentation in 4 minutes. If you’re given 30 minutes, do it in 25 minutes. If you have 1 hour, do it in 45 minutes.

By keeping the presentation short, you relieve the audience and you allow for some question buffer. Have you ever sat in a meeting planned for 1 hour, and at 45m it ends early? It’s a pleasure for everyone. Most of us feel like we’re running behind — when you put us ahead of schedule, we love you!

At the same time, senior executives may bombard you with questions throughout the presentation. If you planned to fill the whole timeframe, you won’t finish. But if you planned to finish early, you still have a chance.

And if you use the rest of these best practices and techniques, those senior executives shouldn’t need to ask too many questions!

Practice 7 Times in Advance

There’s a mix of opinions on the number of times you should rehearse a presentation before doing it live, but most people agree that it’s somewhere between 5 and 10 times. If you take nothing else from this article, take this. To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times.

To deliver a good presentation, prepare excellent slides; to deliver a great presentation, practice presenting them 7 times. AnalystAnswers.com

But just practicing isn’t enough, there are a few criteria you must meet:

• Practice in the room you will present in. There’s something about envisioning yourself live that really makes a difference. When you practice in a space other that where you’ll present, it’s good. But when you practice in the “live” room, you’re able to sensitize yourself to the environment, which calms nerves so you can focus on the message.
• Have an audience. We all behave differently when there’s stimulus of other people around. Whenever possible, get one or two people to whom you can present. In addition to getting used to having an audience, you’ll also get some feedback.
• Use the same volume of voice. When we’re not “live,” we have a tendency to hold back on our voice. This is detrimental to the presentation because you feel taken off guard by your own voice. Make sure to envision yourself in front of the senior execs when you practice.

Best Practices Recap

We’ve addressed 5 best practices — now let’s turn our attention to 4 specific techniques you can easily implement. And when you do, that work wonders for management presenting.

Use a CSP Model (Challenge, Solution, Progress)

Every presentation needs structure, but it’s easy to forget that we need to guide our audience. A great way to structure management reports is using the CSP model. CSP stands for Challenge, Solution, Progress, and it’s exactly what it sounds like.

You need to explain the challenge or goal, explain what the solution to the challenge is (or how to achieve the goal), and show where you are in the steps to completing that goal.

For example, let’s look at our Batch Watch case. Imagine you need to find funding for a new product launch — $100,000 to be exact. A sample CSP model for this would be a slide that shows:

By using the CSP model, you guide the audience. However, it’s important to note that the CSP model is not a summary . It’s an overview of the process, but a summary should always come before. Let’s talk about it now.

Begin with a Summary of Exactly 3 Points

Any good presentation begins with a summary. And a good summary communicates the essential message simply in 3 points. However, the summary is not the same thing as the CSP model. Instead, it provides an alternative view on the challenge and and solution.

For example, using our Batch Watch case of funding a new product, you could address a summary in the following way:

• Challenge, Solution, Progress
• Funding acquisition
• Project Timeline

This provides additional details that are most relevant to the project and carry added value to the CSP model.

Use only Bar Charts (aka Column Charts), Line Graphs, and Scatter Plots

Whether it’s for data, financial, and business analyst topics , management presentations should only ever have bar charts, line graphs, and scatter plots. They are common, rich in information, and well understood. Any other kind of graph is distracting more than anything else.

A bar graph is useful when you want to compare like variables. For example, if you want to show the average size of Canadian trout versus American trout. A common mistake, though, is to use bar graphs to show change over time. While it’s not incorrect to do so, line graphs are better for this purpose.

A line graph is useful when you want to show change in one variable over time (we call this time series data). For example, if you want to show the progression of revenues over time, line graphs are the perfect way to do so.

A scatter plot is best when you want to compare a set of observations of one variable to a set of observations of another. It’s the ideal way to quickly visualize the relationship between two variables. For example, if you want to see how company revenues compare to GDP, you could use a scatter plot like this:

For example, let’s look at our Batch Watch case. If we want to see how our company is performing compared to the economy as a whole, we could use this scatter plot. As you can see, we have a positive (bottom left to top right) relationship, but a weak one (points not clustered closely).

Design Slides Using the Company Logo

When you’re presenting to senior executives, you want your slides to look professional. The best way to do that is by putting your company logo on them, including any corporate design standards (colors, fonts, etc). Show through your presentation that you belong to the same company, and that you’re in it in spirit. For example, let’s add the AnalystAnswers.com logo to our CSP slide:

Techniques Recap

Here’s a sample management presentation template below. I hope you understand after reading this article that management presentation is more about your delivery than it is about the slides you prepare.

Download Management Presentation Template for Free

While the techniques we’ve discussed will help you build a good presentation, your success really depends on how well you deliver the ideas needed to help senior executives make decisions. At the end of the day, it’s all about balance.

If you only remember two things from this article, remember that great management presenters give enough detail to inform senior executive but not too much that they cause confusion, and great management presenters make sure they do so by practicing 7 times in advance. You’ll have to practice, practice, practice.

About the Author

Noah is the founder & Editor-in-Chief at AnalystAnswers. He is a transatlantic professional and entrepreneur with 5+ years of corporate finance and data analytics experience, as well as 3+ years in consumer financial products and business software. He started AnalystAnswers to provide aspiring professionals with accessible explanations of otherwise dense finance and data concepts. Noah believes everyone can benefit from an analytical mindset in growing digital world. When he's not busy at work, Noah likes to explore new European cities, exercise, and spend time with friends and family.

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Service Management Powerpoint Presentation Slides

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• 1. Service Management Your Company Name
• 2. Service Excellence Framework Service Excellence Step by Step process Six Pillars of Service Excellence Service Excellence Steps Overview Six Principles of Service Excellence Service Excellence Key Statistics Service Excellence Model Service Excellence Steps in details analysis Service Excellence Introduction Roadmap towards Sales & Service Excellence Service Excellence Internal and External perspective Tips for Service Excellence Service Excellence Outline This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2
• 3. Service Excellence Introduction Service Excellence is aligning the quality of our services and environment with the excellence of our academic programs. Your Text Here Your Text Here Excellent service is when the experiences are surpassed and when customers feel that they have received that little unexpected extra in the shape of extra effort. It also creates a system to recognize those who provide excellent service. Your Text Here • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 3
• 4. Excellent Service is…. Customer Perception This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Customer Expectation This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 4
• 5. 10% Omni-Channel Availability Only 10% of businesses can provide seamless hand-off between channels. Others are unable to support an omni-channel customer journey 50% Competitive Differentiation % of organization see that customer service will be the top source of competitive differentiation in the next three years 42% Disconnected Systems % of service agents are unable to efficiently resolve customer issues due to disconnected systems, archaic user interfaces, and multiple applications. Customer Importance % of buyers would pay more for a better customer experience 76% Service Excellence Key Statistics • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 5
• 6. Service Excellence Step by Step process SERVICE EXCELLENCE PLEDGE Transparency Coming Together Understand your Business Stay in Touch Execute your Requirement Available 24x7 Highest Quality This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 6
• 7. Service Excellence Internal and External Perspective External Perspective Excellent Service Quality Customer Delight Customer Loyalty Internal Perspective Excellent Work Quality & Environment Employee Engagement Employee Loyalty Service Excellence Company Results This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 7
• 8. Six Principles of Service Excellence Senior Leadership Alignment & Accountability 01 02 03 04 05 06 Vision & Mission Statement Business Objective Service Standards Intervention & Learning Strategy Organizational Alignment Measurement & Leadership Accountable Principles • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 8
• 9. Service Excellence Framework Stakeholder Look through the “LENS OF THE STAKEHOLDER” Service Delivery Service Environment “Everything Speaks” Pay attention to how things look, sound and feel with respect to the physical environment “Create a WOW” Exceed the stakeholder’s expectations through your behaviors “Easy to do Business” Examine significant processes and focus on the steps, from the stakeholder’s viewpoint This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 9 Processes
• 10. Six Pillars of Service Excellence Action Interest Verbal Language Body Language Attitude Tone of Voice Pillars of Customer Service Excellence This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 10
• 11. Are we there yet? How do we get there? Communicate Service Excellence Service Excellence Strategy Measure Service Excellence Build Capacity in the Organisation Where are we now? Where do we want to be? Assess the Current State Develop a Service Excellence Strategy Establish Service Excellence Standard Text Here • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Service Excellence Model 11
• 12. Roadmap Towards Sales & Service Excellence STRATEGISE Key Service Thrust SETTING Service Standards @ KRAs TRACKING Service Standards DEVELOPING PEOPLE Training & Coaching ENHANCING PROCESS Customer Satisfaction Survey Mystery Shopping (Competitors) Leadership Development Process Innovation & Enhancement Customer Perception Index Sales & Service Training (Mindset & Skills) Data & Analysis Training Performance Coaching Benchmarking Visits Mystery Shopping (Organisation) This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 12
• 13. Service Excellence Steps Overview Support This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Inspire This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Support This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Validate This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Respect This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Educate This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Support This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 13
• 14. 14 ▪ The main reason a client comes to a company is because they need support from experts to accomplish a goal. ▪ We create systems and roadmaps so our clients know what to expect and are informed about our service and process. ▪ We also ensure that our clients know our team and who their point of contact is for questions, requests, and comments. Support ▪ Education is key to building a thriving relationship between service organizations and their clients. ▪ Client education can come in many shapes and sizes but some opportunities we rely on include our quarterly magazine, weekly blog posts, monthly teleseminars, periodic webinars, annual summits or conferences. Educate Service Excellence Steps
• 15. 15 ▪ Respect in business means just as much to the service provider as it does to the client. ▪ Building mutual trust and respect enables both parties to forge a strong bond and open dialogue to work toward a mutually beneficial result ▪ Treating each client with consideration, care, and commitment shows how much you value their support Respect ▪ Inspiration comes in many forms, but is always an underlying factor in the investment of a client, both in time and finances. ▪ To build partnerships, an organization must offer insight, direction, advice, and solutions, all of which are rooted in the client’s specific goals Inspire ▪ Validation for a business is knowing that your clients are satisfied, that the work delivered was quality, and that they ultimately made the right choice. ▪ By creating and maintaining confidence from your clients, you are reinforcing the values and services that were sold to them Validate Service Excellence Steps • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
• 16. 16 • Some of the ways you can build community around your product or company is to enable your clients to communicate with you and other clients. • Some of the most exciting stories of experience come from one client sharing their successes with another; this dialogue is priceless • In order to cultivate your client base, commit to creating opportunities both in a live sense and online, that offer interaction, sharing, and general dialogue Cultivate • One of the most critical steps to creating world-class customer service is to engage with your client base through a variety of means. • Initiating conversation is the base principle of engagement, but the sophisticated methods to open dialogue go beyond phone calls and emails. • Every opportunity you have to touch or connect with your clients enables you to show how much you value them, and not just their business, but their support and feedback Engage Service Excellence Steps
• 17. Tips for Service Excellence 01 Be confident, polite and friendly This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 02 Always make direct eye contact with the customer This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 03 Look smart This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 04 Have a good telephone manner This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 05 Keep a clear record of customer requests This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 17
• 18. Service Management Icons Slides 18 This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
• 19. Additional Slides 19
• 20. 20 Our Team • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. • This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Anita Parker Web Designer This slide is 100% editable. Adapt it to your needs and capture your audience's attention. John Smith Web Designer This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Tom Mike Web Designer
• 21. 21 Our Mission Vision This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Mission This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Goal This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
• 22. 22 Our Goal This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Target Audiences This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Success This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Awareness
• 23. 23 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Target Audiences This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Preferred by Many This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Values Client About us
• 24. 24 Platinum This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Gold This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Silver This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Bronze This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Financial
• 25. 60% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Sales By Male Male 40% This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Sales By Female Female vs Comparison 25
• 26. Timeline This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2015 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2018 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2017 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 2016 26
• 27. Target 01 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Target 02 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Target 03 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Target 04 This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 27 Our Target
• 28. Venn This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 01 02 03 04 28
• 29. Circular Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here 01 02 03 04 05 06 29
• 30. Mind Map Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. Text Here This slide is 100% editable. Adapt it to your needs and capture your audience's attention. 30
• 31. Area Chart This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”. Product 01 Product 02 Product 03 31 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Dec Nov Oct Sep Aug Jul Jun May Apr Mar Feb Jan
• 32. 0 10 20 30 40 50 60 70 0 20 40 60 80 100 120 140 160 05-01-2018 06-01-2018 07-01-2018 08-01-2018 09-01-2018 Volume High Volume Low Volume High Low Case Chart This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”. Product 01 Product 02 Product 03 Product 04 32
• 33. Address: # street number, city, state Email Address: [email protected] Contact Numbers: 0123456789 THANK YOU 33

71 Self-presentation

[latexpage]

Learning Objectives

By the end of this section, you will be able to:

• Describe social roles and how they influence behavior
• Explain what social norms are and how they influence behavior
• Define script
• Describe the findings of Zimbardo’s Stanford prison experiment

As you’ve learned, social psychology is the study of how people affect one another’s thoughts, feelings, and behaviors. We have discussed situational perspectives and social psychology’s emphasis on the ways in which a person’s environment, including culture and other social influences, affect behavior. In this section, we examine situational forces that have a strong influence on human behavior including social roles, social norms, and scripts. We discuss how humans use the social environment as a source of information, or cues, on how to behave. Situational influences on our behavior have important consequences, such as whether we will help a stranger in an emergency or how we would behave in an unfamiliar environment.

SOCIAL ROLES

One major social determinant of human behavior is our social roles. A social role is a pattern of behavior that is expected of a person in a given setting or group (Hare, 2003). Each one of us has several social roles. You may be, at the same time, a student, a parent, an aspiring teacher, a son or daughter, a spouse, and a lifeguard. How do these social roles influence your behavior? Social roles are defined by culturally shared knowledge. That is, nearly everyone in a given culture knows what behavior is expected of a person in a given role. For example, what is the social role for a student? If you look around a college classroom you will likely see students engaging in studious behavior, taking notes, listening to the professor, reading the textbook, and sitting quietly at their desks ( [link] ). Of course you may see students deviating from the expected studious behavior such as texting on their phones or using Facebook on their laptops, but in all cases, the students that you observe are attending class—a part of the social role of students.

Social roles, and our related behavior, can vary across different settings. How do you behave when you are engaging in the role of son or daughter and attending a family function? Now imagine how you behave when you are engaged in the role of employee at your workplace. It is very likely that your behavior will be different. Perhaps you are more relaxed and outgoing with your family, making jokes and doing silly things. But at your workplace you might speak more professionally, and although you may be friendly, you are also serious and focused on getting the work completed. These are examples of how our social roles influence and often dictate our behavior to the extent that identity and personality can vary with context (that is, in different social groups) (Malloy, Albright, Kenny, Agatstein & Winquist, 1997).

SOCIAL NORMS

As discussed previously, social roles are defined by a culture’s shared knowledge of what is expected behavior of an individual in a specific role. This shared knowledge comes from social norms. A social norm is a group’s expectation of what is appropriate and acceptable behavior for its members—how they are supposed to behave and think (Deutsch & Gerard, 1955; Berkowitz, 2004). How are we expected to act? What are we expected to talk about? What are we expected to wear? In our discussion of social roles we noted that colleges have social norms for students’ behavior in the role of student and workplaces have social norms for employees’ behaviors in the role of employee. Social norms are everywhere including in families, gangs, and on social media outlets. What are some social norms on Facebook?

My 11-year-old daughter, Jessica, recently told me she needed shorts and shirts for the summer, and that she wanted me to take her to a store at the mall that is popular with preteens and teens to buy them. I have noticed that many girls have clothes from that store, so I tried teasing her. I said, “All the shirts say ‘Aero’ on the front. If you are wearing a shirt like that and you have a substitute teacher, and the other girls are all wearing that type of shirt, won’t the substitute teacher think you are all named ‘Aero’?”

My daughter replied, in typical 11-year-old fashion, “Mom, you are not funny. Can we please go shopping?”

I tried a different tactic. I asked Jessica if having clothing from that particular store will make her popular. She replied, “No, it will not make me popular. It is what the popular kids wear. It will make me feel happier.” How can a label or name brand make someone feel happier? Think back to what you’ve learned about lifespan development . What is it about pre-teens and young teens that make them want to fit in ( [link] )? Does this change over time? Think back to your high school experience, or look around your college campus. What is the main name brand clothing you see? What messages do we get from the media about how to fit in?

Because of social roles, people tend to know what behavior is expected of them in specific, familiar settings. A script is a person’s knowledge about the sequence of events expected in a specific setting (Schank & Abelson, 1977). How do you act on the first day of school, when you walk into an elevator, or are at a restaurant? For example, at a restaurant in the United States, if we want the server’s attention, we try to make eye contact. In Brazil, you would make the sound “psst” to get the server’s attention. You can see the cultural differences in scripts. To an American, saying “psst” to a server might seem rude, yet to a Brazilian, trying to make eye contact might not seem an effective strategy. Scripts are important sources of information to guide behavior in given situations. Can you imagine being in an unfamiliar situation and not having a script for how to behave? This could be uncomfortable and confusing. How could you find out about social norms in an unfamiliar culture?

ZIMBARDO’S STANFORD PRISON EXPERIMENT

The famous Stanford prison experiment , conducted by social psychologist Philip Zimbardo and his colleagues at Stanford University, demonstrated the power of social roles, social norms, and scripts. In the summer of 1971, an advertisement was placed in a California newspaper asking for male volunteers to participate in a study about the psychological effects of prison life. More than 70 men volunteered, and these volunteers then underwent psychological testing to eliminate candidates who had underlying psychiatric issues, medical issues, or a history of crime or drug abuse. The pool of volunteers was whittled down to 24 healthy male college students. Each student was paid $15 per day and was randomly assigned to play the role of either a prisoner or a guard in the study. Based on what you have learned about research methods, why is it important that participants were randomly assigned?

A mock prison was constructed in the basement of the psychology building at Stanford. Participants assigned to play the role of prisoners were “arrested” at their homes by Palo Alto police officers, booked at a police station, and subsequently taken to the mock prison. The experiment was scheduled to run for several weeks. To the surprise of the researchers, both the “prisoners” and “guards” assumed their roles with zeal. In fact, on day 2, some of the prisoners revolted, and the guards quelled the rebellion by threatening the prisoners with night sticks. In a relatively short time, the guards came to harass the prisoners in an increasingly sadistic manner, through a complete lack of privacy, lack of basic comforts such as mattresses to sleep on, and through degrading chores and late-night counts.

The prisoners, in turn, began to show signs of severe anxiety and hopelessness—they began tolerating the guards’ abuse. Even the Stanford professor who designed the study and was the head researcher, Philip Zimbardo, found himself acting as if the prison was real and his role, as prison supervisor, was real as well. After only six days, the experiment had to be ended due to the participants’ deteriorating behavior. Zimbardo explained,

At this point it became clear that we had to end the study. We had created an overwhelmingly powerful situation—a situation in which prisoners were withdrawing and behaving in pathological ways, and in which some of the guards were behaving sadistically. Even the “good” guards felt helpless to intervene, and none of the guards quit while the study was in progress. Indeed, it should be noted that no guard ever came late for his shift, called in sick, left early, or demanded extra pay for overtime work. (Zimbardo, 2013)

The Stanford prison experiment demonstrated the power of social roles, norms, and scripts in affecting human behavior. The guards and prisoners enacted their social roles by engaging in behaviors appropriate to the roles: The guards gave orders and the prisoners followed orders. Social norms require guards to be authoritarian and prisoners to be submissive. When prisoners rebelled, they violated these social norms, which led to upheaval. The specific acts engaged by the guards and the prisoners derived from scripts. For example, guards degraded the prisoners by forcing them do push-ups and by removing all privacy. Prisoners rebelled by throwing pillows and trashing their cells. Some prisoners became so immersed in their roles that they exhibited symptoms of mental breakdown; however, according to Zimbardo, none of the participants suffered long term harm (Alexander, 2001).

The Stanford Prison Experiment has some parallels with the abuse of prisoners of war by U.S. Army troops and CIA personnel at the Abu Ghraib prison in 2003 and 2004. The offenses at Abu Ghraib were documented by photographs of the abuse, some taken by the abusers themselves ( [link] ).

Visit this website to hear an NPR interview with Philip Zimbardo where he discusses the parallels between the Stanford prison experiment and the Abu Ghraib prison in Iraq.

Human behavior is largely influenced by our social roles, norms, and scripts. In order to know how to act in a given situation, we have shared cultural knowledge of how to behave depending on our role in society. Social norms dictate the behavior that is appropriate or inappropriate for each role. Each social role has scripts that help humans learn the sequence of appropriate behaviors in a given setting. The famous Stanford prison experiment is an example of how the power of the situation can dictate the social roles, norms, and scripts we follow in a given situation, even if this behavior is contrary to our typical behavior.

Review Questions

A(n) ________ is a set of group expectations for appropriate thoughts and behaviors of its members.

• social role
• social norm
• attribution

On his first day of soccer practice, Jose suits up in a t-shirt, shorts, and cleats and runs out to the field to join his teammates. Jose’s behavior is reflective of ________.

• social influence
• good athletic behavior
• normative behavior

When it comes to buying clothes, teenagers often follow social norms; this is likely motivated by ________.

• following parents’ rules
• saving money
• looking good

In the Stanford prison experiment, even the lead researcher succumbed to his role as a prison supervisor. This is an example of the power of ________ influencing behavior.

• social norms
• social roles

Critical Thinking Questions

Why didn’t the “good” guards in the Stanford prison experiment object to other guards’ abusive behavior? Were the student prisoners simply weak people? Why didn’t they object to being abused?

The good guards were fulfilling their social roles and they did not object to other guards’ abusive behavior because of the power of the situation. In addition, the prison supervisor’s behavior sanctioned the guards’ negative treatment of prisoners. The prisoners were not weak people; they were recruited because they were healthy, mentally stable adults. The power of their social role influenced them to engage in subservient prisoner behavior. The script for prisoners is to accept abusive behavior from authority figures, especially for punishment, when they do not follow the rules.

Describe how social roles, social norms, and scripts were evident in the Stanford prison experiment. How can this experiment be applied to everyday life? Are there any more recent examples where people started fulfilling a role and became abusive?

Social roles were in play as each participant acted out behaviors appropriate to his role as prisoner, guard, or supervisor. Scripts determined the specific behaviors the guards and prisoners displayed, such as humiliation and passivity. The social norms of a prison environment sanctions abuse of prisoners since they have lost many of their human rights and became the property of the government. This experiment can be applied to other situations in which social norms, roles, and scripts dictate our behavior, such as in mob behavior. A more recent example of similar behavior was the abuse of prisoners by American soldiers who were working as prison guards at the Abu Ghraib prison in Iraq.

Personal Application Questions

Try attending a religious service very different from your own and see how you feel and behave without knowing the appropriate script. Or, try attending an important, personal event that you have never attended before, such as a bar mitzvah (a coming-of-age ritual in Jewish culture), a quinceañera (in some Latin American cultures a party is given to a girl who is turning 15 years old), a wedding, a funeral, or a sporting event new to you, such as horse racing or bull riding. Observe and record your feelings and behaviors in this unfamiliar setting for which you lack the appropriate script. Do you silently observe the action, or do you ask another person for help interpreting the behaviors of people at the event? Describe in what ways your behavior would change if you were to attend a similar event in the future?

Name and describe at least three social roles you have adopted for yourself. Why did you adopt these roles? What are some roles that are expected of you, but that you try to resist?

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• Administering Pricing

Manage Price Details on Order Lines

Use the pricing results presentation to determine how Order Management displays each price element in the price breakdown on the order line.

You can also set up the Sales service mapping to specify some aspects of the display.

Oracle Pricing provides the details that Order Management displays in different price breakdowns, such as the breakdown in the Amount dialog for an order line, or the Total dialog of a sales order.

Order Management supports only one recurring charge for each fulfillment line. You can't add more than one recurring charge on the same line.

Summary of the Set Up

Examine the current behavior.

Manage the pricing results presentation.

Create a sandbox.

Set up the service mapping.

Assume you must display the Cost of Goods Sold price component in the price breakdown that Order Management displays in the Amount Sale Price dialog on the order line.

This topic uses example values. You might need different values, depending on your business requirements.

Examine the Current Behavior

Make sure you have the privileges that you need to manage sales orders.

Go to the Order Management work area.

On the Overview page, click Tasks > Create Order .

Specify attributes in the header.

In the Order Lines area, add the item.

Click 2,500 next to Sale Price, then examine price details.

Click 2,500 next to Add, examine price details in the Amount Sale Price dialog, then click Add .

Order Management displays the Amount dialog. Assume you must add Cost of Goods Sold to this dialog.

Click 2,500 next to Total at the top of the page, then examine price details in the Total dialog.

Learn how to modify the Total dialog. For details, see Manage Pricing Totals .

Manage the Pricing Results Presentation

Go to the Setup and Maintenance work area, then go to the task.

Offering: Order Management

Functional Area: Pricing

Task: Manage Pricing Results Presentations

On the Manage Pricing Results Presentations page, in the Name attribute, enter % , then click Search .

The Manage Pricing Results Presentations page displays the predefined pricing results presentations.

Examine the pricing results presentations.

To reduce maintenance, use a predefined pricing results presentation instead of creating a new one.

Click the row that includes QP_SALES_PRICE_BREAKDOWN in the Name column.

Order Management comes predefined to use this pricing results presentation to display the Amount Sale Price dialog.

In the Price Elements area, choose Selected Price Elements.

Click Actions > Select and Add .

In the Select and Add dialog, in the Element Name attribute, click % , then click Search .

The results display all the elements. Use this dialog to specify the elements that Order Management displays in the Amount Sale Price dialog.

Set the values, then click Search .

I the results, click the row that includes Cost of Goods Sold in the Element Name column, then click Apply > OK .

The Amount dialog in Order Management only displays elements that you add, and only elements that apply for the order line. For example, if the amount on the order line doesn't require rounding, then the dialog won't display a line for the rounding adjustment. To avoid an empty dialog that doesn't contain any price lines, add at least one element that will display in most situations, such as Your Price.

Click Save and Close .

Test your set up.

Sign into Order Management, create a sales order, specify a customer, then add an order line.

On the order line, click the link in the Amount column.

The price breakdown displays in the Amount dialog.

Verify that the Amount dialog displays the price elements that you specified on the Manage Pricing Results Presentations page.

Create a Sandbox

You must create a sandbox that you can use to edit the service mapping.

Open another browser and sign into Oracle Pricing with administrative privileges.

Go to the Sandboxes work area.

On the Sandbox page, click Create Sandbox .

On the Create Sandbox page, set the value.

Add a check mark to the Manage Service Mappings tool, then click Create and Enter .

Edit the Service Mapping

Edit the Sales service mapping so Order Management displays cost and margin in the price breakdown on the order line.

Make sure you have the privileges that you need to administer pricing.

Go to the Pricing Administration work area.

On the Overview page, click Tasks , then, in the Pricing Configuration area, click Manage Service Mappings .

On the Manage Service Mappings page, click Sales .

On the Edit Service Mappings page, click Sources , then click the row that includes OrderChargePriceBreakdown in the Source column.

On the Entity Mappings tab, click the row that includes PricingResultsParameter in the Entity column.

In the Attribute Mappings area, notice the predefined mappings.

Set the value.

At the top of the page, click Sandbox for Pricing Administration > Publish .

Related Topics

• Manage Pricing Totals
• Overview of Oracle Pricing
• Manage Pricing Elements
• Create and Activate Sandboxes