Every organization or profession has a unique vocabulary that is used by the people in the job. This is perfectly alright as long as the meaning is clear to everyone. However, if the intended audience doesnâ€™t understand the jargon, thereâ€™s no point in using it.
People tend to replace simple vocabulary with specialized jargon in an attempt to impress their audience. This can be very confusing for a layman, whoâ€™s new to the conversation. S/he will not only fail to grasp the information but also consider the speaker as being inconsiderate. Here are some common instances where jargon is used:
Jargons do not impress:
Jargon does not usually impress intelligent people. Instead, it may give the impression of â€˜trying to impressâ€™. It may even seem insincere or irritating to some people.
Communicating: This is fine as long as everyone actually understands the message. Use jargon while conveying specific information, but avoid it otherwise.
People tend to use jargon out of habit. Such jargon is usually incomprehensible to outsiders. Some people utilize jargon when they want hide the truth. However, this can be easily spotted and so should be avoided. Experienced clients may reject jargon filled communication because of this very reason.
If not sure about something or simply under pressure, the speaker might give a jargon-ridden answer rather than a simple one. However, this may give a bad impression.
Trying to fit into the group one can use jargon when trying to build rapport, but set limits. Make sure that everyone follows what youâ€™re saying.
Jargon often gets in the way of effective communication. In order to avoid unnecessary jargon, first be aware of when to use it. It could be when the speaker is in a particular type of meeting or under pressure or when he is talking with a specific person or group. Sometimes the communicator might be unintentionally breaking into company jargon even while talking to outsiders.
Figure out when it is appropriate to use jargon, analyze what you actually say. The speaker can refer to past letters or e-mails written by him. He can also reflect on a specific conversation he had or ask someone he knows to comment. Exact jargon (words, phrases, expressions, acronyms and abbreviations) commonly to be used must be reviewed whether they are really necessary and understandable to the people to communicate with.
Replace jargon with simple words as much as possible until they have technical relevance. Think about what can be said differently to make things clearer. Sometimes it is better to use simple, everyday language. This way communication will be more effective and more thoughtful towards audience being addressed. Itâ€™s better to be clear, than to be clever or never.
Productivity is not just related to Marketing:
Recent studies show quite clearly that the productivity differential between Western Europe and the United States is not a matter of capital investment. In many European industries capital investment and equipment were found to be fully equal to America; yet productivity was as much as one third below that of the corresponding American industry. The only explanation is the lower proportion of managers and technicians and the poor organizing structure of European industry with its reliance in manual skill.
In 1900 the typical manufacturing company in this country spent probably no more than five or eight dollars for managerial, technical and professional personnel for every hundred dollars in direct labor wages. Today there are many industries where the two items of expenditure are almost equal though direct-labor wage rates have risen, proportionately, much faster.
And outside of manufacturing, transportation and mining, in distribution, finance and insurance in the service industries (that is, in one half of the American economy) the increase in productivity has been caused entirely by the replacement of labor be planning brawn by brain, sweat by knowledge; for in these industries capital investment at its highest, is a small factor.
Nor is productivity limited to manufacturing. Perhaps the greatest opportunities for increasing productivity today lie in distributors. How can the mass advertising media â€“ the press radio, television be used for instance, to substitute for individual selling efforts? How can customer habit be created before any sales effort is made? The sums spent on advertising are in some industries larger than the cost of physical, production.
Advertising experts all emphasize that they can have no measurements of their impact and effectiveness. Even less we cannot measure whether advertising is more productive than individual selling effort. The technological changes in distribution, self service and packaging, advertising through mass media, direct mail selling etc., are in their total as revolutionary as is Automation in its sphere. Yet we lack even the most elementary tools to define, let alone to measure, the productivity of the resources employed in distribution.