1. 1 Ch 14: Workplace Inter-Act, 13 th Edition Inter-Act, 13 th Edition

2. Adults Spend 50% of Their Waking Hours at Work 2 Work All other activities

3. 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

4. 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

5. Professional Résumé 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 5

6. 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

7. 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 7

8. 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

9. The Interview 1. 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

10. After the Interview 1. Send a thank-you note. 2. Self-assess your performance. 3. Contact the interviewer for feedback. 10

11. 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 11

12. 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. 12

13. 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

14. 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 14

15. 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 15

16. Task Roles in Teams Information or opinion giver Information or opinion seeker Analyzer 16 Behaviors that help a group make a decision:

17. Maintenance Roles in Teams Gatekeeper Encourager Harmonizer 17 Behaviors that improve interaction in a group:

18. How can this group’s communication become more effective? 18 Microsoft Photo

19. 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. 19

20. Communication Technologies for Teamwork Electronic newsletters E-calendars Blogs Podcasts E-surveys Wikis 20

21. 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

22. 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. 22

23. Boundary Spanning  Boundary spanning  Boundary spanning : communicating with people outside your organization in a mutually beneficial relationship Customers and clients Customers and clients : people, groups, or organizations that use your organization’s goods or services Vendors Vendors : people, groups, or organizations that supply your organization with necessary raw materials or other goods and services 23

24. Communicating in a Diverse Workplace Culture-Based Work Styles Results-oriented – Results-oriented – values results of work over building relationships at work Relationship-oriented – Relationship-oriented – prioritizes building relationships at work over the results of work Sequential task completion – Sequential task completion – prefers to break larger tasks down into separate parts and complete one part at a time, in order Holistic task completion – Holistic task completion – prefers to work on an entire task at once 24

25. Gender Differences FeminineLinguistic Style Feminine Linguistic 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” 25

26. Gendered Conversation Rituals 26 WomenMen Apologies see apologies as comfortsee apologies as “one- down” Feedback praise, then constructive criticism direct criticism without praise Compliments expect compliment in returnmay not recognize returning a compliment as important Argument arguments 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

27. Intergenerational differences ◦ Views of authority ◦ Approaches to rules ◦ Work vs. leisure ◦ Technological competence 27 Generational Diversity

28. 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 28

29. 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. 29