Chapter 4 Adapting to Work

Report
Chapter
4
Adapting to Work
4.1 Communicating in the Workplace
4.2 Thriving in the Workplace
© 2010 South-Western, Cengage Learning
Lesson 4.1
Communicating in the Workplace
GOALS
Describe effective communications on
the job.
Explain strategies for effective human
relations at work.
Chapter 4
© 2010 South-Western, Cengage Learning
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Effective Communication
at Work
 Success on the job depends on good
communication skills.
 Of all the job activities you perform in a day, 80
percent involve communication in one form or
another.
 More than half of all job communication
involves listening and speaking.
 Many job ads list good communication skills as
a must.
Chapter 4
© 2010 South-Western, Cengage Learning
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Communication on the Job
36%
Listening
20%
Speaking
Writing
7%
24%
Reading
All Other Activities
13%
Chapter 4
© 2010 South-Western, Cengage Learning
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Listening
Hearing vs. listening
Sympathetic listening
Critical listening
Creative listening
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© 2010 South-Western, Cengage Learning
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Hearing vs. Listening
Hearing is the process of perceiving
sound.
Listening is an active hearing process
that requires concentration and effort.
Chapter 4
© 2010 South-Western, Cengage Learning
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Sympathetic Listening
Sympathetic listening is the ability to
perceive another person’s point of view
and to sense what the person is feeling.
It is often called empathetic listening.
Chapter 4
© 2010 South-Western, Cengage Learning
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Critical Listening
Critical listening is the ability to
differentiate facts from opinion.
When analyzing information about a
product or service you are considering
purchasing, use critical listening.
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Creative Listening
Creative listening means listening with
an open mind to new ideas.
Group problem-solving techniques, such
as brainstorming, require creative
listening.
Chapter 4
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Informal Speaking
Making contact with others
Exchanging information
Influencing others
Solving problems
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Formal Speaking
To inform
To entertain
To persuade
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Stage Fright
Stage fright (nervousness) is a natural
and common reaction.
Tips for controlling stage fright:
Build your confidence.
Be well prepared.
Practice public speaking.
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© 2010 South-Western, Cengage Learning
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Communication Flow
in the Workplace
Horizontal communication
Occurs among employees of equal rank
Downward communication
Flows from higher to lower levels in an
organization
Upward communication
Flows from lower to higher levels in an
organization
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© 2010 South-Western, Cengage Learning
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E-mail Communication
E-mail is the most common form of
communication in business today.
Rules of good writing apply.
Be concise.
Use correct grammar.
Proofread.
Review for clarity before sending.
Chapter 4
© 2010 South-Western, Cengage Learning
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E-mail Communication
 Advantages
 Fast
 Inexpensive
 Simultaneous
 Easy to learn and use
 Disadvantages
 Overuse
 No cues from reaction
 Lack of privacy
 Temptation to use
inappropriately
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© 2010 South-Western, Cengage Learning
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Human Relations at Work
Human relations is the art of getting
along with others.
To be truly competent in human relations,
you need to have a good understanding
of yourself and of others and a genuine
concern for their needs and feelings.
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© 2010 South-Western, Cengage Learning
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Improve Your Relationships
 Accept differences.
 Treat others as
individuals.
 Empathize with
others.
 Praise others.
 Focus on problems,
not people.
 Accept responsibility.
 Avoid dogmatic
statements.
 Treat others as
equals.
 Trust others.
 Control your
emotions.
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© 2010 South-Western, Cengage Learning
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Lesson 4.2
Thriving in the Workplace
GOALS
Describe employer expectations related
to work rules, work attitudes, and work
attendance.
Discuss two theories of motivation and
the results of job satisfaction.
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© 2010 South-Western, Cengage Learning
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Employer Expectations
Employers expect employees to behave
in ways that will help meet the goals of
the business.
To inform employees of expected
behavior, employers create work rules
and policies.
Employees who thrive in the workplace
exceed these expectations.
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© 2010 South-Western, Cengage Learning
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Work Rules
 Work rules are the do’s and don’ts of fitting in
successfully and having a positive work
experience.
 Unwritten work rules
 Not documented
 Not verbally communicated
 Written work rules
 Posted
 Include in an employee manual
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© 2010 South-Western, Cengage Learning
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Work Attitudes
Employees’ work attitudes are important
to employers because they affect morale,
output (production), and public relations.
A good attitude makes a favorable
impression.
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© 2010 South-Western, Cengage Learning
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Leave a Favorable Impression
 Remember customers’ names and
preferences.
 Make an extra effort to be helpful.
 Demonstrate knowledge, enthusiasm, and
interest in customers.
 Display genuine concern for the quality of
products and services.
 Care about people and meeting their needs.
 Listen sympathetically to customer complaints.
 Take pride in yourself and your work.
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© 2010 South-Western, Cengage Learning
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Absenteeism
Absenteeism is the record and pattern
of absence rates for workers.
Businesses must deal with the causes
and effects of absenteeism.
Types of absentees
Consequences of absenteeism
Costs of absenteeism
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© 2010 South-Western, Cengage Learning
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Motivation and Needs
All human beings have some needs that
are basic to survival and other needs that
go beyond mere physical existence.
Unfulfilled needs motivate people to work
toward satisfying those needs.
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© 2010 South-Western, Cengage Learning
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Maslow’s Hierarchy of Needs
 The model has five levels of need:
 Level 1: Food, Clothing, and Shelter
 Level 2: Safety and Security
 Level 3: Love and Belonging
 Level 4: Self-Esteem
 Self-esteem is self-respect and recognition from others.
 Level 5: Self-Actualization
 Self-actualization is the need to reach one’s full potential,
to grow, and to be creative.
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(continued)
Maslow’s Hierarchy of Needs
Employment can help satisfy all five
levels of needs.
According to Maslow, in general, lowerlevel needs must be satisfied first.
Once a need is met, the next higher one
in the hierarchy begins to motivate the
person’s behavior.
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© 2010 South-Western, Cengage Learning
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Maslow’s Hierarchy of Needs
Level 5 Self- actualization
Level 4
Level 3
Level 2
Level 1
Self-esteem
Love and Belonging
Safety and Security
Food, Clothing, and Shelter
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© 2010 South-Western, Cengage Learning
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Herzberg’s Two-Factor Theory
 Hygiene factors
 Hygiene factors are job elements that dissatisfy
when absent but do not add to satisfaction when
present.
 They include pay, fringe benefits, workplace
environment.
 Motivators
 Motivators are job elements that increase job
satisfaction.
 They include challenging work, responsibility,
recognition, achievement, and opportunities for
personal growth.
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© 2010 South-Western, Cengage Learning
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Results of Job Satisfaction
Increased productivity
Productivity is the relationship between the
cost of paying for workers and the output
that is received from their work.
Self-esteem and self-actualization
Rewards and opportunities
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© 2010 South-Western, Cengage Learning
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