chapter 2 professionalism: team, meeting, listening, nonverbal, and etiquette skills

Chapter 2Professionalism: Team, Meeting,Listening, Nonverbal, andEtiquette Skills

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 2, Slide 2

Contributing Positively to a Team

Face-to-Face Workplace Meetings

Virtual Meetings

Workplace Listening Skills

Nonverbal CommunicationProfessionalism and Business Etiquette

Topics in This Chapter


Proven team skills Strong verbal and written

communication skills Excellent interpersonal and

organizational skills

What Do Employers Want?


Better decisions Faster response Increased productivity Greater “buy-in” Less resistance to change Improved employee morale Reduced risks

Why Teamwork Works


Four Phases of Team Development

Storming

Norming

FormingPerformi

ng12 3

4


Set rules and abide by them. Analyze tasks and define problems. Contribute information and ideas. Show interest and listen actively. Encourage members to participate. Synthesize points of agreement.

Characteristics of People Who Exhibit Positive Team Behavior


Block ideas of others. Insult and criticize. Waste the group’s time. Make inappropriate comments. Fail to stay on task. Withdraw, don’t participate.

Characteristics of People Who Exhibit Negative Team Behavior


How to Resolve Conflict: Six Steps

Listen

Under-

stand other points of view

Show concern for the

relation-ship

Look for

common

ground

Invent new

problem-

solving options

Reach an

agree-ment based

on what is fair


Majority Consensus Minority Averaging Authority rule with discussion

Methods for Reaching Group Decisions

What are the pros and cons of each method?

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ch. 2, Slide

10

Small size and diverse makeup

Agreement on purpose and procedures

Ability to confront conflict

Sound communication techniques

Collaboration, not competition

Acceptance of ethical responsibilities

Shared leadership

What Makes a Team Successful?


11

Meetings – Duties of Meeting Leader

Decides whether a meeting is necessary

Includes only key participants Prepares agenda, including topics,

times, and names Considers whether to use a digital

calendar to schedule meeting

Before the

Meeting

During the

Meeting

After the

Meeting


12


Starts on time and begin with preview, agenda

Appoints a secretary to take minutes and a recorder to track ideas

Encourages participation, avoiding digression

Deals with conflict openly, lets parties speak

Confirms agreement when consensus occurs

Before the

Meeting

During the

Meeting

After the

Meeting


13


Ends meeting on time Summarizes results achieved Distributes minutes a few days

later Reminds team members of

assignments

Before the

Meeting

During the

Meeting

After the

Meeting


14

Arrive early and prepared. Turn off and put away electronic

devices. Bring a positive attitude; stay calm,

pleasant, and energetic. Contribute respectfully: wait your

turn, and raise your hand.

Meetings – Duties of Meeting Participants


15

Give credit to others. Help summarize. Express your views in the meeting,

not later. Follow up by completing assigned

tasks.

Meetings – Duties of Meeting Participants


16

How Virtual Meetings Are Possible

Virtual

Meetings

Audio-conferen

cing

Video-conferen

cingWeb

Conferencing


17

Simple and effective

Most commonly used collaborative tool in business

Tools include enhanced speakerphone, telephone, and mobile phone

Also known as voice conferencing, teleconferencing, conference calling, and phone conferencing

Audioconferencing


18

Participants can see each other and small product details.

Collaborators connect in real time.

Although expensive, telepresence rooms are like being there.

Organizations reduce travel expenses, travel time, greenhouse gases, and worker fatigue.

Tools include video, audio, and software.

Videoconferencing


19

Inexpensive and easily accessible

Used in business to share electronic documents and demonstrate products

Participants interact in real time

Tools include computer, Internet access, software, and (optional) camera

Web Conferencing


20

Be sure everyone knows how to operate technology.

Distribute documents in advance and log on early.

Explain how to ask and answer questions.

Say your name before speaking.

Techniques for Successful Virtual Meetings


21

Decide whether to “mute” phones. Pay attention; don’t multitask. Ask questions of specific people

and use a strong voice. Give everyone a chance to

speak with “round-the-table.”

Techniques for Successful Virtual Meetings


22

Listening to superiors Listening to colleagues and

teammates Listening to customers

Types of Workplace Listening


23

1. Control internal and external distractions.

2. Become actively involved.

3. Separate facts from opinions.

4. Identify important facts.

5. Avoid interrupting.

6. Ask clarifying questions.

7. Paraphrase to increase understanding.

8. Capitalize on lag time.

9. Take notes.10.Be aware of

gender differences.

Ten Keys to Building Powerful Listening Skills


24

The Listening Process

Perception

Interpretation


25

Mental Barriers Inattention Prejudgment Frame of

reference Closed-

mindedness Pseudolistening

Physical and Other Barriers Hearing

impairment Noisy

surroundings Speaker’s

appearance or mannerisms

Lag time

Common Listening Barriers


26

Myth: Listening is a matter of intelligence.

Fact: Careful listening is a learned behavior.

Ten Myths About Listening


27

Myth: Speaking is more important than listening.

Fact: Speaking and listening are equally important.



28

Myth: Listening is easy and requires little energy.

Fact: Active listeners undergo the same physiological changes as a person jogging.



29

Myth: Listening and hearing are the same process.

Fact: Listening is a conscious, selective process, while hearing is an involuntary act.



30

Myth: Speakers are able to command listening.

Fact: Speakers cannot make a person really listen.



31

Myth: Hearing ability determines listening ability.

Fact: Listening happens mentally – between the ears.



32

Myth: Speakers are totally responsible for the communication success.

Fact: Communication is a two-way street.



33

Myth: Listening is only a matter of understanding a speaker’s words.

Fact: Nonverbal signals also help listeners gain understanding.



34

Myth: Daily practice eliminates the need for listening training.

Fact: Without effective listening training, most practice merely reinforces negative behaviors.



35

Myth: Competence in listening develops naturally.

Fact: Untrained people listen at only 25 percent efficiency.



36

Complement and illustrate Reinforce and accentuate Replace and substitute Control and regulate Contradict

Functions of Nonverbal Communication


37

Eye contact Facial expression Posture and gestures Time

Forms of Nonverbal Communication


38

Space Territory Appearance of documents Appearance of people

Forms of Nonverbal Communication


39

Speech habits E-mail messages Internet address Voice mail

techniques Telephone habits Cell and smart

phone use

Ways to Show ProfessionalismWhen You Communicate


40

Use polite words. Express sincere appreciation and

praise. Be selective in sharing personal

information at work. Avoid putting people down.

How to Gain an Etiquette Edge


41

By John S. Donnellan

Respect coworkers’ space. Rise above others’ rudeness. Be considerate when sharing space

and equipment with others. Disagree agreeably.

How to Gain an Etiquette Edge


42

END

chapter 2 professionalism: team, meeting, listening, nonverbal, and etiquette skills

Documents

accessible website

chapter2011 cengage

team successful

positive team behavior

characteristics of people

andetiquette skills

points of agreement

block ideas