ch 14: workplace
DESCRIPTION
Inter-Act , 13 th Edition. Ch 14: Workplace. Adults Spend 50% of Their Waking Hours at Work. All other activities. Work. Locating Jobs. Job openings Campus career center Online job posting sites Networking Uncover the hidden job market. - PowerPoint PPT PresentationTRANSCRIPT
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Ch 14: Workplace
Inter-Act, 13th Edition
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Adults Spend 50% of Their Waking Hours at Work
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Work All otheractivities
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Locating Jobs
Job openings◦Campus career center◦Online job posting sites
Networking◦Uncover the hidden job market.◦Reach out to people you know and tell
them you are in the job market.◦Network at community events.
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The Cover Letter (should be tailored to each job posting)
Short — no longer than four paragraphs
Express your interest in a position.Include how you learned of the
opening.Tell why you are interested in the
company.Highlight skills and experiences.Ask directly for an interview.
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Professional RésuméContact
information name, address,
telephone number, e-mail
Career objectiveEducationEmployment
historyMilitary
background
Relevant professional affiliations
Community service
Personal information
Special skillsReferences
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Cover Letters and Résumés
List information clearly.Use a consistent format, including
margins, indention, spacing, etc.Proofread so that they are error-
free.Use good-quality paper (or, if you
are sending via e-mail, use a simple, clear format). 6
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Applying ElectronicallyThird-party résumé services are
becoming increasingly popular. E-résumés should use plain text and
limited formatting.E-résumés should contain a list of
key words.Online portfolios may include:
Résumé Examples of your work: video clips,
photos Links to your work 7
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Preparing for the Interview
1. Do your homework.2. Based on your research, prepare a
list of questions.3. Rehearse the interview.4. Dress appropriately and
conservatively.5. Plan to arrive early.6. Bring materials.
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The Interview1. Listen actively.2. Think before responding.3. Provide specific examples
that highlight your qualifications.
4. Be enthusiastic.5. Ask questions.6. Avoid discussing salary and
benefits.7. Thank interviewer.
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After the Interview1. Send a thank-you note.2. Self-assess your performance.3. Contact the interviewer for
feedback.
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Communicating with Supervisors and Subordinates
Managers should:Communicate
expectationsProvide useful
feedback
Employees should:
Do more than is expected of them
Develop the relationship to the point of mutual trust
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Communicating with a ManagerIdentify how you can help your
manager.Volunteer for specific
assignments.Clarify assignments.Ask for feedback.Adapt to your manager’s
communication preferences.Develop a mentoring
relationship. 12
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Work Relationships
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Informational•Talk about work topics
Collegial•Work friends•Talk about families and work•Do not share personal, private information
Special•“Best friends”•Meet socially outside of work•Share personal, private information
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Communicating in Co-worker Relationships
Co-worker relationships◦Develop mutual trust◦Use interpersonal skills: listening, collaboration,
empathizing, and supportingWork teams
◦Formal group established with a clear purpose and appropriate structure
◦Members work together to achieve goals◦Can be short-lived or ongoing
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Characteristics of Effective Work Teams
Clear group goal that all can embrace
Clear member rolesFeedback about performance Team members use their skills to
helpCommitment to the team and
successCollaborative climateStandards of excellenceStrong leadership
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Task Roles in Teams
Information or opinion giver
Information or opinion seeker
Analyzer
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Behaviors that help a group make a decision:
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Maintenance Roles in Teams
GatekeeperEncouragerHarmonizer
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Behaviors that improve interaction in a group:
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How can this group’s communication become more effective?
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Romance at WorkOrganizational romance: sexual
or romantic involvement between people who work for same organization
Most organizations forbid romantic relationships between supervisors and subordinates.
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Communication Technologies for Teamwork
Electronic newslettersE-calendarsBlogsPodcastsE-surveysWikis
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Digital Communication Etiquette at Work
Match your purpose with the social media device.
Respond to ideas, not to people.Use social media to add value to a
conversation.Respond appropriately and efficiently.Give praise where appropriate.
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Social Media at WorkCheck company guidelines prohibiting
social networking sites on company computers.
Be careful what you “Tweet” to your followers.
Messages could get back to supervisors.
Consider using a professional networking site such as LinkedIn.
Regularly “Google” your own name.Think twice before posting
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Boundary Spanning Boundary spanning: communicating
with people outside your organization in a mutually beneficial relationship
Customers and clients: people, groups, or organizations that use your organization’s goods or services
Vendors: people, groups, or organizations that supply your organization with necessary raw materials or other goods and services
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Communicating in a Diverse Workplace
Culture-Based Work StylesResults-oriented – values results of work over
building relationships at workRelationship-oriented – prioritizes building
relationships at work over the results of workSequential task completion – prefers to break
larger tasks down into separate parts and complete one part at a time, in order
Holistic task completion – prefers to work on an entire task at once
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Gender Differences
Feminine Linguistic Style Masculine Linguistic Style
Rapport talkMeets face needs of
othersUses indirect
language when giving orders to employee
Acknowledges mistakes directly
Uses pronouns “we, our, ours”
Report talkOne-uppingAssertive statementsDirect language when
giving orders Indirect language
when acknowledging a mistake
Uses pronouns “I, he, she, they”
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Gendered Conversation Rituals
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Women Men
Apologies see apologies as comfort see apologies as “one-down”
Feedback praise, then constructive criticism
direct criticism without praise
Complimentsexpect compliment in return may not recognize
returning a compliment as important
Argumentarguments considered breach of relationship
argue vigorously as a ritual, no damage done to relationships
Relationship with manager
to appear self-effacing, not likely to brag
seek opportunity for networking with top managers and brag about accomplishments
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Intergenerational differences◦Views of authority◦Approaches to rules◦Work vs. leisure◦Technological competence
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Generational Diversity
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The Dark SideWorkplace aggression: any
counterproductive behavior at work intended to hurt someone else
Verbal aggression: sending verbal messages intended to hurt someone
Behavioral aggression: nonverbal acts intended to hurt someone
Physical aggression: nonverbal acts of violence against another person with the intent to do bodily harm
Bullying: habitual use of aggression and the repeated use of aggression against one target individual
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The Dark SideSexual harassment
◦Unwanted verbal or physical sexual behavior that interferes with work
◦Violates the Civil Rights Act of 1964To cope with sexual harassment:
◦Tell person the conduct is unwelcome.◦Keep private, written notes.◦After informal methods fail, file formal
complaint with employer.
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