adapting to work
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4. Adapting to Work. 4.1 Communicating in the Workplace 4.2 Thriving in the Workplace. Lesson 4.1 Communicating in the Workplace. GOALS Describe effective communications on the job. Explain strategies for effective human relations at work. Effective Communication at Work. - PowerPoint PPT PresentationTRANSCRIPT
Chapter
© 2010 South-Western, Cengage Learning
Adapting to Work
4.1 Communicating in the Workplace
4.2 Thriving in the Workplace
4
© 2010 South-Western, Cengage Learning
Chapter 4
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Lesson 4.1
Communicating in the Workplace
GOALSDescribe effective communications on
the job.Explain strategies for effective human
relations at work.
© 2010 South-Western, Cengage Learning
Chapter 4
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Effective Communicationat 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.
© 2010 South-Western, Cengage Learning
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Communication on the Job
36%
24%
13%
7%
20%Listening
Speaking
Writing
Reading
All Other Activities
© 2010 South-Western, Cengage Learning
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Listening
Hearing vs. listeningSympathetic listeningCritical listeningCreative listening
© 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.
© 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.
© 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.
© 2010 South-Western, Cengage Learning
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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.
© 2010 South-Western, Cengage Learning
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Informal Speaking
Making contact with othersExchanging informationInfluencing othersSolving problems
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Formal Speaking
To informTo entertainTo 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.
© 2010 South-Western, Cengage Learning
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Communication Flowin the Workplace
Horizontal communicationOccurs among employees of equal rank
Downward communicationFlows from higher to lower levels in an
organizationUpward communication
Flows from lower to higher levels in an organization
© 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.
© 2010 South-Western, Cengage Learning
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E-mail Communication
AdvantagesFastInexpensiveSimultaneousEasy to learn and use
DisadvantagesOveruseNo cues from reactionLack of privacyTemptation to use inappropriately
© 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.
© 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.
© 2010 South-Western, Cengage Learning
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Lesson 4.2
Thriving in the Workplace
GOALSDescribe employer expectations related
to work rules, work attitudes, and work attendance.
Discuss two theories of motivation and the results of job satisfaction.
© 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.
© 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
© 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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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.
© 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 absenteesConsequences of absenteeismCosts of absenteeism
© 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.
© 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-ActualizationSelf-actualization is the need to reach one’s full potential,
to grow, and to be creative.
© 2010 South-Western, Cengage Learning
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Maslow’s Hierarchy of Needs
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.
(continued)
© 2010 South-Western, Cengage Learning
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Level 1
Maslow’s Hierarchy of Needs
Food, Clothing, and Shelter
Self- actualization
Self-esteem
Love and Belonging
Safety and Security
Level 5
Level 4
Level 3
Level 2
© 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.
© 2010 South-Western, Cengage Learning
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Results of Job Satisfaction
Increased productivityProductivity is the relationship between the
cost of paying for workers and the output that is received from their work.
Self-esteem and self-actualizationRewards and opportunities