Chapter 4 Adapting to Work
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Transcript Chapter 4 Adapting to Work
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%
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© 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.
Chapter 4
© 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.
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© 2010 South-Western, Cengage Learning
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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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© 2010 South-Western, Cengage Learning
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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.
Chapter 4
© 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
Chapter 4
© 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.
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© 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.
Chapter 4
© 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.
Chapter 4
© 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
Chapter 4
© 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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© 2010 South-Western, Cengage Learning
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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.
Chapter 4
© 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
Chapter 4
© 2010 South-Western, Cengage Learning
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