1. How is success defined in the global workplace-
    • In the global work place, success can no longer be defined
    • by geographical conquests or constraints or through references to national boundaries or borders. In the global
    • workplace, we achieve success through conscious communication, applied
    • technology, and strong knowledge and skill base. To achieve success in the global workplaces,
    • individuals must develop a set of breakthrough skills that enable them to
    • compete in an ever-expanding global environment.
  2. Being culturally agile
    • Practicing cultural agility means working in or leading
    • global organizations that existing with a variety of different social,
    • economic, and political environments. It also means recognizing that how you
    • communicate may and probably will differ from how others communicate. Acknowledging the gap that exists
    • between you communications style and the communication style and expectations
    • of others is one way to become more culturally agile.
  3. Strategic communication
    • Communication planned with specific audiences and specific
    • intentions in mind, communications that is cognizant of individual and cultural
    • differences. * in the case study Maria was unaware of her audience she did not
    • take the time to understand the goals of the meeting.
  4. Diversity in the workplace
    • Sensitivity to others Cultural, gender, racial, religious,
    • age, and socioeconomic differences. To be a mindful communicator means to research and respond
    • intelligently to the difference you encounter in the workplace.
  5. CCCD
    • CHOOSE- a communication strategy, CREATE-your message,
    • COORDINATE- the communication event, DELIVER- the message.
  6. Early models of communication
    • presented communication as simply the instructions
    • (messages) given by a boss or manager (sender) to employees (receivers). So
    • most business models were top down.
  7. Feedback
    • activity of providing
    • senders and receivers with responses to communication, ideas, and identities –
    • affects communication in an organization in a number of ways: it can bring
    • broader business and cultural implication to a conversation. Help maintain the status quo through
    • certain responses. Move a situation forward through responses. And initiate
    • change by fostering openness.
  8. Hawthorne effect
    • increased attention to the workers led to improved morale,
    • which in turn improved productivity—this lead to a change from bureaucratic to
    • human relations management
  9. Maslow’s Hierarchy of Needs
    • range from lower order of needs to personal fulfillment at
    • the bottom is food, clothing, shelter and at the top is self – esteem and
    • personal fulfillment (self actualization) E.g. If you were to create a
    • measurement that assessed a worker’s leadership skills in the workplace, this
    • assessment would be part of the human relations theoretical approach. Order
    • top- down:

    • Self
    • – Actualization

    • Self-Esteem
    • (status, rank, salary)

    • Love
    • (respect, family, belonging)

    • Safety
    • (shelter, job, security)

    • Physiological
    • (food, clothing)
  10. Transactional process
    • – idea of power shifts from the manager’s position within
    • the hierarchy to the relationship between the manager and the employee.
  11. Human relations approach to power
    • – employee gains power primarily by being encouraged to give
    • feedback to the boss and to interpret his or her own meanings about the
    • relationship and the work, and by negotiating with the organizational superior
    • how, when, and with what resources the assigned work could be accomplished. The
    • manager gets power from being more supportive, open, interested in the
    • employees’ feelings and thoughts and trustworthy. This way managers and
    • employees use power cooperatively and more fairly
  12. Systems thinking theory
    • combines holism and
    • interdependence, views an organization as a system of interconnected
    • individuals and teams, for one member of a team or organization to succeed, all
    • members of the team or organization must succeed, consists of patterns of
    • interaction among the system’s components
  13. Formal Networks
    • communication flows into
    • and through the organization through formal chains of command and through
    • established groups and teamwork ex. Department or group leaders working
    • together to solve a problem
  14. Informal Networks
    • – communication flows into and through the organization
    • using informal or social patterns of routine interaction that are not
    • prescribed or authorized by the organization informal way. Ex. Talk around the
    • water cooler and impromptu discussions in the employee lounge
  15. Forms of power
    • these are the
    • approaches from the slide show—

    Classical: rank has its privileges, rewards

    • Human relations: employee and
    • manager have a relationship

    • Systems: power is
    • less of thing; quality of relationships and information

    • Cultural: constant struggle for power in an
    • organization

    • In the book there was also this list so I’m
    • not sure what she is looking for in this part…

    • Reward Power – supervisor has
    • reward power when a reward can be given based on compliance with a directive

    • Coercive Power – a boss with
    • coercive power when employees perceive that negative things will happen if they
    • don’t comply with directives

    • Referent power – boss has when
    • employees do what is asked of them because they seek to emulate him

    • Expert Power –
    • boss has when employees perceive a boss to have expert knowledge

    • Legitimate Power – power because
    • of his positing with the hierarchy, employees perceive the position
    • legitimately held and therefore comply with directives.
  16. Questions for establishing rapport-
    • Questions that put the interviewee at ease and break the
    • ice. Examples: How was your
    • flight? Did you have trouble finding us?
  17. Types of interviews
    • Interrogation-
    • interviewee is grilled about a grievance filed by a customer or a co-worker typically
    • one-sided and biased, Persuasive or sales
    • interview—Interviewer appeals to the values and needs of the interviewee to
    • make a convincing pitch or appeal. Typically one-sided, can me
    • manipulative. Informational interview or focus groups—Employee will receive and
    • respond to messages only at prescribed times. Employment Interview—employee
    • thinks about the best channel for messages by doesn’t always follow
    • through. Conscious communication choices—give and take of information by
    • participants who are informed and goal oriented.
  18. Beginning the interview process-
    • Before you begin the interviewing process it is important to identify the type of interview you
    • are conduction. Are you trying to fill
    • a position, solve a problem, or further information. USE the CCCD process. Set qualifications you are looking for in job
    • candidates along with factors such as the number of members required, the job
    • title for each position, and the mix of team members.
  19. Telephone interview
    • Phone interviews are an excellent way of narrowing down the
    • possible candidates for a job. You
    • can get a general idea of an individual’s personality, energy level, and
    • knowledge base. An alternative to
    • a phone interview is a video interview.. This reduces fuel costs and
    • airfares. They can also save tapes
    • of interviews and show remote offices the interviewee on video later. There is a case study on Pg 130 about
    • this!
  20. Job description development
    • specifies all the
    • individual duties and responsibilities that make up a particular job. Smaller
    • companies may not go into as much detail as larger companies. Usually includes experience and
    • education requirements and the salary range for the position. NOTE- 1. Keep the description short but
    • informative as possible 2. Provide a list of at least three qualifications. 3.
    • Indentify the city and state the job is located in. 4.provie a clear contact
    • for the applicant along with contact information.
  21. Legal question about citizenship
    • YOU CANNOT ASK THESEàAre you a
    • U.S. citizen? What country were you born? How long have you lived in the U.S.?
    • Do you have a green card? YOU CAN ASKà Do you speak any other
    • languages? Your Arabic is good.
    • How long have you spoken the language? Our company requires employees to provide proof of
    • citizenship or legal work papers after they are hired. Will this be a problem?
  22. Primary goal of resume and cover letter
    • - Compel
    • reader to contact you for an interview
  23. Selling yourself to a future employer
    • -highlight
    • accomplishments

    • -if you
    • don’t sell yourself, no one will; cover letter is an opportunity to tell your
    • audience why you are the perfect person for the job

    -use action words
  24. Cover letters
    • -Target a
    • specific audience, attend to the basics (use the standard block style), sell
    • yourself, and proofread
  25. Resumes (types
    • -formal
    • statement of who you are

    • Traditional format – conservative and
    • straightforward. (accounting companies, banks, etc.)

    • Contemporary format – highlights
    • accomplishments (marketing and advertising jobs)

    • Artistic format – displays creative
    • talent (graphic artists/musicians)

    • -Be sure
    • it’s easy to read, make headlines match your accomplishments, select important
    • facts (in appropriate order), details to expand upon highlights and explain
    • experiences
  26. Formal vs. informal interviews
    • Informal Interview- unstructured and
    • will cover wide variety of topics with open-ended questions

    • Formal Interview – structured and
    • centered on questions designed to gather specific information with closed
    • questions. Ex: human resources interview – every candidate gets same questions

    • --ENVISION
    • Relax and think about questions ahead of time
  27. Success in a team
    • Leadership
    • styles: autocratic leader – rules
    • with firm control over group process; democratic leader – emphasizes the
    • participation of members in discussion and decision-making; laissez-faire
    • leader – lets the group lead itself.

    • -listen, be
    • committed, trust team, avoid judgments of others, ask questions, be energetic,
    • and be adaptive

    • -CCCD
    • (choosing, creating, coordinating, and delivering)
  28. Participation
    • -what you
    • contribute to the team effort and how you conduct yourself as a team member

    • “What does
    • the team expect from me, how can I best serve the team, is there any reason I
    • cannot succeed, what information do I need, and is there any way to help
    • members?” – ways to improve participations is by asking these questions

    • *Participation
    • is very important

    • - Be
    • committed to to team

    • - Prepare
    • for dialogue on specific topics thinking about contributions you can make

    • - Prepare a
    • list of personal goals

    • - Listen
    • carefully

    • -Provide
    • verbal and nonverbal feedback

    • - Ask
    • relevant questions publicly

    • - Be willing
    • to adapt

    • - Help team
    • stay on task

    • - Trust the
    • team process and other members
  29. Vision
    • a shared
    • vision refers to the overall, far-reaching idea of what a team or organization
    • should accomplish

    • - Each
    • vision statement and the values that define the statement are unique to the
    • team and the project

    • Step 1: The Vision of the Future (vision
    • corporation 5 years from now)

    • Step 2: Current Reality (now look at
    • corporation today)

    • Step 3: Creating the Vision (underline
    • key words in each answer—highlight these words. Make a list of the main themes
    • that emerge from the answers, and draft vision that incorporates main themes)
  30. goal
    • -concrete,
    • achievable end

    • - the result
    • or achievement toward which effort is directed

    • -define
    • goals by setting agenda and creating shared vision
  31. Creativity and constraint
    • - “effective communication in an
    • organization requires balancing creativity with constraints

    • -Creativity
    • results from giving people the freedom to explore alternatives

    • -Constraints
    • are restrictions…time, money
  32. Problem-solving process (from notes, not
    • 1) Define
    • problem 2) analyze problem 3) establish criteria for solution 4) consider
    • possible solutions 5) select a solution 6) implement a solution
  33. Agenda
    • - create and manage agenda – central to
    • the success of a vision meeting

    • - a
    • functional document that should include the date, time, and place of the
    • meeting and the speaking assignment or role for all participants who are
    • responsible for specific areas of agenda.

    • -Timed
    • agendas follow strict time spans and limit the length of time available to
    • speakers/presenters

    • -Old to new
    • agendas begin by recapping issues hat still need to be resolved from previous
    • meetings, then move to a discussion of new issues, and allow time for
    • discussion and making assignments to be complete before the next meeting
  34. Brainstorming in a group
    -Brainstorm and use creativity

    • -
    • Jamming-engaging in a spontaneous energetic group sessions
Card Set
1st test