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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.

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Inter-Act, 13th Edition

Ch 14: Workplace

locating jobs
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.
the cover letter should be tailored to each job posting
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.
professional r sum
Professional Résumé
  • Contact information
    • name, address, telephone number, e-mail
  • Career objective
  • Education
  • Employment history
  • Military background
  • Relevant professional affiliations
  • Community service
  • Personal information
  • Special skills
  • References
cover letters and r sum s
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).
applying electronically
Applying Electronically
  • Third-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
preparing for the interview
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.

  • Plan to arrive early.
  • Bring materials.
the interview
The Interview
  • Listen actively.
  • Think before responding.
  • Provide specific examples that highlight your qualifications.
  • Be enthusiastic.
  • Ask questions.
  • Avoid discussing salary and benefits.
  • Thank interviewer.
after the interview
After the Interview
  • Send a thank-you note.
  • Self-assess your performance.
  • Contact the interviewer for feedback.
communicating with supervisors and subordinates
Communicating with Supervisors and Subordinates

Managers should:

  • Communicate expectations
  • Provide useful feedback

Employees should:

  • Do more than is expected of them
  • Develop the relationship to the point of mutual trust
communicating with a manager
Communicating with a Manager
  • Identify 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.
communicating in co worker relationships
Communicating in Co-worker Relationships
  • Co-worker relationships
    • Develop mutual trust
    • Use interpersonal skills: listening, collaboration, empathizing, and supporting
  • Work teams
    • Formal group established with a clear purpose and appropriate structure
    • Members work together to achieve goals
    • Can be short-lived or ongoing
characteristics of effective work teams
Characteristics of Effective Work Teams
  • Clear group goal that all can embrace
  • Clear member roles
  • Feedback about performance
  • Team members use their skills to help
  • Commitment to the team and success
  • Collaborative climate
  • Standards of excellence
  • Strong leadership
task roles in teams
Task Roles in Teams
  • Information or opinion giver
  • Information or opinion seeker
  • Analyzer

Behaviors that help a group make a decision:

maintenance roles in teams
Maintenance Roles in Teams
  • Gatekeeper
  • Encourager
  • Harmonizer

Behaviors that improve

interaction in a group:

romance at work
Romance at Work
  • Organizational romance: sexual or romantic involvement between people who work for same organization
  • Most organizations forbid romantic relationships between supervisors and subordinates.
communication technologies for teamwork
Communication Technologies for Teamwork
  • Electronic newsletters
  • E-calendars
  • Blogs
  • Podcasts
  • E-surveys
  • Wikis
digital communication etiquette at work
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.
social media at work
Social Media at Work
  • Check 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 questionable photos or links.
boundary spanning
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
communicating in a diverse workplace
Communicating in a Diverse Workplace

Culture-Based Work Styles

  • Results-oriented –values results of work over building relationships at work
  • Relationship-oriented –prioritizes building relationships at work over the results of work
  • Sequential 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
gender differences
FeminineLinguistic Style

Masculine Linguistic Style

  • Rapport talk
  • Meets face needs of others
  • Uses indirect language when giving orders to employee
  • Acknowledges mistakes directly
  • Uses pronouns “we, our, ours”
  • Report talk
  • One-upping
  • Assertive statements
  • Direct language when giving orders
  • Indirect language when acknowledging a mistake
  • Uses pronouns “I, he, she, they”
Gender Differences

Generational Diversity

  • Intergenerational differences
    • Views of authority
    • Approaches to rules
    • Work vs. leisure
    • Technological competence
the dark side
The Dark Side
  • Workplace 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
the dark side1
The Dark Side
  • Sexual harassment
    • Unwanted verbal or physical sexual behavior that interferes with work
    • Violates the Civil Rights Act of 1964
  • To cope with sexual harassment:
    • Tell person the conduct is unwelcome.
    • Keep private, written notes.
    • After informal methods fail, file formal complaint with employer.