ch 14: workplace

1

Ch 14: Workplace

Inter-Act, 13th Edition

Adults Spend 50% of Their Waking Hours at Work

2

Work All otheractivities

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.

3

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.

4

Professional RésuméContact

information name, address,

telephone number, e-mail

Career objectiveEducationEmployment

historyMilitary

background

Relevant professional affiliations

Community service

Personal information

Special skillsReferences

5

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

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

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.

8

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.

9

After the Interview1. Send a thank-you note.2. Self-assess your performance.3. Contact the interviewer for

feedback.

10

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

11

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

Work Relationships

13

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

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

14

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

15

Task Roles in Teams

Information or opinion giver

Information or opinion seeker

Analyzer

16

Behaviors that help a group make a decision:

Maintenance Roles in Teams

GatekeeperEncouragerHarmonizer

17

Behaviors that improve interaction in a group:

How can this group’s communication become more effective?

18

Mic

roso

ft P

hoto

Romance at WorkOrganizational romance: sexual

or romantic involvement between people who work for same organization

Most organizations forbid romantic relationships between supervisors and subordinates.

19

Communication Technologies for Teamwork

Electronic newslettersE-calendarsBlogsPodcastsE-surveysWikis

20

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.

21

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

questionable photos or links. 22

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

23

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

24

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”

25

Gendered Conversation Rituals

26

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

Intergenerational differences◦Views of authority◦Approaches to rules◦Work vs. leisure◦Technological competence

27

Generational Diversity

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

28

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.

29