MYPF 4.1 Communicating in the Workplace 4.2 Thriving in the Workplace

Slides:



Advertisements
Similar presentations
Investigating people at work - Lesson 9
Advertisements

8 Motivation Chapter Twelve: Motivation
Motivation and Empowerment
Motivation in Multinational Companies
Motivating Others Making Others Want to do More. “Between stimulus and response is our greatest power – the freedom to choose.” »Stephen Covey.
Develop yourself as a Team Leader M2.01. Last week… How much do you remember?
Chapter 22: Developing and retaining an effective workforce
Motivating Others Improving Lives. Improving Texas. Making Others Want to do More.
Theory and Motivation Chapter 14
P O L C A Leading.
Enhancing Motivation. By the end of this session, you will be able to: Define motivation. Explain the five methods we can use to motivate staff. Identify.
MOTIVATION. AGENDA Admin stuff Class quiz – each of the points on checklist H/w check (pg 158, qs 1, 2 & 4) Recap of employee/er expectations (depending.
6-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Knowledge Objectives Identify need-based theories and explain their practical management applications. Describe expectancy theory and management implications.
DEFINITIONS OF MOTIVATION:
Motivation –Theory and Practice
Maslow’s Hierarchy of Needs Mr. TK Nottawasaga Pines Secondary School.
Motivational Theory. Describe Maslow’s theory & other theories related to management. How these theories applicable in managing people/nurses. Why you.
Motivating for high Performance
MANAGEMENT RICHARD L. DAFT.
Motivation Lecture 10.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Implementing and Controlling
mental/emotional health
Chapter 6 Motivation.
Motivation.
Motivating Employees.
McGraw-Hill/Irwin 2010 Modified by Jackie Kroening 2011 MOTIVATION: INCREASING PRODUCTIVITY Chapter 6.
Communication UNIT B HUMAN RESOURCE MANAGEMENT 4.02 Explain the relationship between communication and employee morale, motivation, and productivity.
Achieving Mental and Emotional Health
MGT ORGANIZATIONAL BEHAVIOR Dr. K. A. S. P. Kaluarachchi Senior Lecturer Department of Management and Organization Studies Faculty of Management.
Lecture # 15 & 16 Chapter 12 - Motivation. Motivation Process Motivation is force energizing behavior or giving direction to your behavior. Need Theories:
Creating the Human Resource Advantage
KarcUlrYm nig karpþl;GMNacdl;nieyaCit Employee Involvement and Empowerment emero nTI5.
1 Motivating Office Employees Chapter Motivation is Affected by a Number of Basic Human Traits Ability Aptitude Perceptions Self-confidence Values.
Your Mental and Emotional Health Mental/Emotional Health – the ability to accept yourself and others, adapt to and manage emotions, and deal with the demands.
Maslow’s Theory Maslow’s theory maintains that a person does not feel a higher need until the needs of the current level have been satisfied. Maslow's.
Chapter 14: Creating a Positive Work Environment
Maslow’s Hierarchy of Needs Notes
Chapter 5 DIRECTING By :Nasser A. Kadasah. Chapter 5 will cover: 5.1 Supervision and Leadership 5.7 Need Theories.
Chapter 2 : Attitude, Motivation, and Integrity. The Importance of Positive and Motivated Attitudes A positive attitude encourages: Higher productivity.
1-1 Chapter IV – Motivation Objectives: I.Definition of Motivation II.Types of Motivation III.The basic motivation frameworks IV.Theory of Motivation rrrtsss.
“Motivation is the work a manager performs to inspired, encourage, people to take required action”
Chapter 6: Motivation Employee Expectations & Needs Motivation
Chapter © 2010 South-Western, Cengage Learning Getting the Job 3 & 4.
MOTIVATION Define and explain motivation
4.1 REVIEW Hearing VS Listening 3 Types of Listening Sympathetic Listening Critical Listening Creative Listening.
Achieving Good Mental Health Chapter 7 Pages
Contemporary Management NEW ERA OF MANAGEMENT LECTURE7 Dr. Mohamed Hesham Mansour.
Chapter ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or.
Motivating Employees Chapter 12. Motivation The psychological processes that arouse and direct goal-directed behavior.
Motivation Motivation Theories. Lesson Objectives  In this lesson we will  Consider motivation other than from a financial viewpoint  Look at the motivation.
Chapter 11: PowerPoint 11.1 Chapter 11: Motivating Employees John W. Slocum, Jr. Susan E. Jackson Don Hellriegel COMPETENCY-BASED MANAGEMENT 11 th Edition.
 To implement successfully, managers must complete a number of activities designed to channel employees efforts in the right direction  Effective communication-
F Section E: Leading and managing individuals and teams E1. Leadership, management and supervision E2. Individual and group behaviour in business.
1 Chapter 2 Fundamentals of Motivation. 2 Learning Objectives Describe the two sides of motivation: movement and motive. Identify the five basic needs.
Chapter 4 Adapting to Work UNIT 1: CAREER DECISIONS.
Unit 17.  Understand the meaning of the term MOTIVATION  Understand the significance of motivation in the workplace with focus on Maslows Hierarchy.
MANAGEMENT RICHARD L. DAFT.
Warm Up List and explain/describe 5 ways that you think you will need to change from your current self to adapt to working with other professionals.
ADAPTING TO WORK Chapter 4.
Chapter 8 DIRECTING.
MANAGEMENT RICHARD L. DAFT.
MYPF 4.1 Communicating in the Workplace 4.2 Thriving in the Workplace
Herzberg 2 Factor Theory
Motivation Theories Summary
Maslow’s Hierarchy of Needs
The Times 100 Business Case Studies Edition 16
Lesson 4.1 Communicating in the Work Environment
Back to menu Jeopardy To play click on circle.
Presentation transcript:

MYPF 4.1 Communicating in the Workplace 4.2 Thriving in the Workplace Adapting to Work 4.1 Communicating in the Workplace 4.2 Thriving in the Workplace Chapter 4

Lesson 4.1 Communicating in the Workplace GOALS Describe effective communications on the job. Explain strategies for effective human relations at work. Chapter 4

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

Communication on the Job Chapter 4

Listening Hearing vs. listening Sympathetic listening Critical listening Creative listening Chapter 4

Hearing vs. Listening Hearing is the process of perceiving sound. Listening is an active hearing process that requires concentration and effort. Chapter 4

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

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. Chapter 4

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

Informal Speaking Making contact with others Exchanging information Influencing others Solving problems Chapter 4

Formal Speaking To inform To entertain To persuade Chapter 4

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. Chapter 4

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 Chapter 4

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

E-mail Communication Advantages Disadvantages Fast Inexpensive Simultaneous Easy to learn and use Disadvantages Overuse No cues from reaction Lack of privacy Temptation to use inappropriately Chapter 4

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. Chapter 4

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. Chapter 4

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. Chapter 4

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. Chapter 4

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 Chapter 4

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. Chapter 4

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. Chapter 4

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 Chapter 4

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. Chapter 4

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. Chapter 4

Maslow’s Hierarchy of Needs (continued) Employment can help satisfy all five levels of needs. According to Maslow, in general, lower-level needs must be satisfied first. Once a need is met, the next higher one in the hierarchy begins to motivate the person’s behavior. Chapter 4

Maslow’s Hierarchy of Needs Level 5 Self- actualization Level 4 Self-esteem Level 3 Love and Belonging Level 2 Safety and Security Level 1 Food, Clothing, and Shelter Chapter 4

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. Chapter 4

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 Chapter 4