What I learned in my human relation skill class, homework help

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Job-Hunting Tactics • • • • • Identify your job objectives Be aware of qualifications sought by employers Identify your skills and potential contribution Use networking Use multiple online approaches General Ideas about Job Interviews • Phone-screening interview often used to check candidate oral communication skills. • Do not conduct phone interview like casual social conversation. • Be prepared for team interview, or speed interviewing (brief interviews with many people). • Present positive, but accurate picture of self. Performing Well in Job Interview 1. Be prepared, look relaxed, and make interviewer feel comfortable. 2. Avoid talking too much during interview (compulsive talking is bad). 3. Establish link between you and employer (e.g., “I drink Snapple too.”) 4. Ask perceptive questions. Performing Well in Job Interview, continued 5. Be prepared to discuss your strengths and weaknesses. 6. Be prepared to respond to behavioral interview questions. 7. Show how you can help the employers. 8. Use nonverbal communication that projects confidence and decisiveness (e.g., good posture, careful grooming). Performing Well in Job Interview, concluded 9. Be low key about salary 10. Minimize the use of utterances that annoy many interviewers 11.Explain gaps in employment. BE PROACTIVE, NOT REACTIVE 1. Constantly looks for new ways to improve life. 2. Gets excited about turning ideas into reality. 3. Look for opportunities. 4. Always looking for better ways to do things. Examples of Reactive Actions • We get sick (and scared)... we make a decision to start an exercise program and to 'get healthy' (reactive). • Our partner leaves us (we get scared)... we decide to be a better partner and do anything to make it work (reactive). • We have a nervous breakdown (get scared) ... we decide to manage our stress and cut back on work (reactive). • We crash our car and nearly kill five people (and get scared) ... we decide to drive slower and be more responsible (reactive). . 7 The Invitation to Interview • Attempt to identify – With whom you will interview – How much time is scheduled for the interview • Be friendly, respectful, and professional • Try to arrange interview at time that puts you at advantage – First and last are most memorable – Morning is best – Conduct research prior to interview The Interview Portfolio • Interview Portfolio: small folder containing relevant documents that are taken to an interview • Use business portfolio or paper folder with pockets • Include: copies of resumé, cover letter, reference list, generic application, and personal commercial • Also include a calendar, note paper, a pen, and personal business cards Practice Interview Questions • Practice answering common interview questions in front of mirror or video camera Practice Interview Questions Question Answer Do Not Tell me about yourself. Talk about your professional self, i.e. Do not divulge personal information or background things about your employment skills and information such as where you were born, hobbies, career goals. or marital status. What are your strengths? Make sure your answer includes how your strengths meet the job requirements and how these strengths will be an asset to the company. Do not include strengths that are not related to the job. Do not include personal information (e.g., “I’m a good mother”). Tell me about a time you failed. Be honest. Use an example that is not too damaging. Include the lesson learned from your mistake. Do not exclude the lesson learned from the failure. Do not place blame on why the failure occurred. Tell me about a time you were successful. Be honest. Use an example that relates to the job for which you are applying. State if it was a team effort. Do not take full credit if the success was a team effort. How do you handle conflict? Be honest. Use an example that is not too damaging. Include the lesson learned from your mistake. Apply what you learned in Chapter 12. Do not exclude the lesson learned. Do not give specifics on how the conflict occurred. Would you rather work individually or in a team? Why? State that you prefer one or the other and state why, but make sure your answer relates to the job requirements. Do not state that you will not work one way or the other. Why do you want this job? Your answer should convey career goals and how the job supports your current skills. Include company information. Do not state money or benefits in your response. Practice Interview Questions Question Answer Do Not How do you deal with stress? Share positive stress reducers as addressed in Chapter 3. Do not state that stress does not affect you. Do not use negative examples. Tell me about yourself. Use your personal commercial. Do not provide personal information that could be discriminatory. What is your greatest weakness? Use a weakness that will not damage your chance of getting the job. Communicate how you are minimizing your weakness or are turning it into a strength (e.g., “I’m a perfectionist, but I don’t allow it to interfere with getting my job done on time”). Do not state, “I don’t have any.” Where do you want to be in five years? Share the goals you created in Chapter 1. Do not say you want the interviewer’s job. Tell me about a time you displayed leadership Use a specific example, and try to Do not appear arrogant. relate the example to the needed job skills. The Day of the Interview • Look in the mirror-check appearance • If you smoke, refrain from smoking prior to the interview • Arrive 15 minutes early • Go to the restroom and freshen up • Turn off phone, throw away gum • Enter meeting location 5 minutes early The Day of the Interview • Make every interaction positive • Introduce yourself to the receptionist • Be sincere • Take a seat and relax • Use positive self-talk • From the minute you enter the building, assume your interview has begun The Interview • Communicate confidence • Stand, extend a smile and handshake • Clearly and slowly state your name • Listen carefully to the interviewer’s name • Sit only after being invited to sit The Interview • Body language • Keep hands folded on lap or ready to take notes • Do not lean on furniture • Make eye contact, but don’t stare The Interview When Asked a Question • Listen carefully • Take a few seconds to think and digest question • Answers should relate back to the job qualifications and/or job duties • The goal is to convey to interviewer how your skills will assist the company • Keep answers brief, but complete • When possible, inject company information Interview Methods • One-on-one interviews: involve meeting between applicant and a company rep • Group Interviews: involve several applicants interviewing with each other while being observed by company reps • Panel Interviews: involve applicant meeting with several company employees at the same time Types of Interview Questions • Structured interview questions: address job-related issues where each applicant is asked the same question(s) • Unstructured interview questions: a probing, open-ended question designed to identify if candidate can appropriately sell his/her skills • Behavioral interview questions: designed for candidates to share a past work experience to demonstrate qualifications Discrimination and Employment Rights • Title VII of the Civil Rights Act • Created to protect the rights of employees • Prohibits employment discrimination based on race, color, religion, sex, or national origin • Also, the Americans with Disabilities Act (ADA 1990)prohibits discrimination on the basis of disability. Discrimination and Employment Rights ▪ Employers have a legal obligation to provide every ▪ ▪ qualified candidate an equal opportunity to interview Discriminatory questions are illegal If asked illegal or discriminatory questions: – – – – Do not directly answer question Address the issue Protect your rights It is inappropriate to disclose personal information – – – – – Marital status Children Religion Age Any other area of protected rights • Avoid making comments referring to: Tough Questions • Be honest • State the facts • Tell interviewer that you have matured and realized that you did not handle the situation appropriately • Do not speak poorly of current/previous employer, boss, or coworker • Do not place blame on who was right or wrong • Every experience is a learning experience Closing the Interview • At close of interview, you may be asked if you have any questions • Have question (s) prepared – Current event – Portfolio information – Do not ask selfish questions regarding salary, benefits, vacations, or general company questions • Ask for the job – The purpose of the job interview is to sell yourself – An interview isn’t successful if you don’t close the sale Closing the Interview • • • • • • • Interviewer will signal that interview is over Hand interviewer your personal business card Ask interviewer for a business card Shake hands Thank him or her for his or her time Communicate confidence, friendliness, and professionalism Immediately after leaving the interview, write the thank-you note • Make a positive last impression Pre-Employment Tests, Screenings and Medical Exams • Common types of screenings: – – – – – – – – Criminal checks Education verification Driver’s license history Security checks Employment checks Credit checks Reference checks Number and type depend upon relevance to the job Pre-Employment Tests, Screenings and Medical Exams • Medical exams – Legally, employers can require medical exams only after a job offer is made – Exam must be required for all applicants for same job – Exam must be job-related – Common exams include: vision, strength testing, preemployment drug tests – Cannot be conducted without your permission Influences of Dress in a Professional Environment • Appearance: how you look – The majority of first impressions are made through your visual appearance Dress code: a policy that addresses issues such as required attire, uniforms, and hairstyle Tips from Head to Toe • Shower daily and use deodorant – Use lotions, cologne, or perfume sparingly • Clothes should be clean and ironed, and they fit properly • Hair should be clean, well kept, and a natural color • Practice good dental hygiene • Hands and nails should be well-groomed • Jewelry should be kept to a minimum • Shoes should be in good condition Tips from Head to Toe WOMEN • Makeup should be for day wear • It is not acceptable to wear suggestive clothing MEN • Shave and/or trim facial hair, including nose and ear hair • Shirts should be tucked in • Hats should not be worn inside buildings except for religious purpose Business Etiquette Terms • Etiquette: a standard of social behavior as seen by society • Courtesy: exercising manners, respect, and consideration toward others • Respect: holding someone in high regard; putting others’ needs before your own needs Business Etiquette Demeanor • Have a pleasant attitude • Smile and say please and thank you when appropriate • Knock before entering an office • Handshakes • Apologize when necessary • Do not use profanity • Avoid dominating a conversation Communication ● Sending and receiving of messages ● Involves three major steps Sender encodes message 2. Sender chooses one or more channels 3. Receiver decodes the message 1. ● ● ● Process of understanding message Barriers surface at this step Effective decoding dependent on understanding the words – cultural element Potential Barriers to Communication Loom (e.g., improper timing) Step 1 Sender encodes message Step 2 Sender chooses one or more channels Step 3 Receiver encodes message Feedback helps sender evaluate effectiveness of message Communication ● Decoding message leads to action ● Communication is successful when receiver understands the message ● However, there are many possible barriers to communication ● Missteps occur between encoding and decoding message ● Unwanted interference can distort or block message Relationship Building ● According to Sorenson, Debord and Ramirez, people establish relationships along two primary dimensions ● Dominate – Subordinate ● ● Dominate controls Subordinate yields ● Warm – Cold ● Invite same behavior we send Relationship Building Dominate Personal Impersonal Warm Cold Supportive Accepting Subordinate Nonverbal Communication ● Using body, voice, or environment in numerous ways to get message across ● Not every signal reliably connected with particular attitude ● We will discuss 7 categories of non-verbal communication. Communication 1. Environment or Setting of message sometimes determines its importance 2. Distance between communicators conveys meaning ● Closeness = interest and warmth ● Distance = more impersonal ● Cultural differences important ● In the U.S. there are four general levels of distance between people: Intimate (18”), Personal (1-4ft), Social (4-12ft) and Public (12 and beyond). Communication 3. Posture ● Leaning toward suggests favorably disposed 4. Hand gestures(culture specific) ● Frequent movements can communicate different things 5. Facial expressions and eye contact ● Combination of head, face and eyes provide clearest indication of attitude Communication 6. Voice quality ● Significance attached to way something is said than to what is said ● Tone, volume, pitch and rate of speaking significant ● Judged by voice 7. Personal Appearance ● Well dressed and attractive receive more privileges (defined by company culture) Communication Roadblocks ● Occurs most often when a message is: ● Complex ● Emotionally arousing ● Clashes with receiver’s mindset Communication Roadblocks ● Limited understanding of people (possibly cultural) ● One-way communication ● Different interpretation of words ● Credibility of sender ● Mixed signals ● Distortion of information Communication Roadblocks ● Different perspectives and experiences ● Emotions and attitudes ● Communication overload ● Multitasking Communication Roadblocks ● Improper timing ● Poor communication skills ● Regional accent ● Cultural and language barriers ● Offshoring customer service Build Bridges 1. Appeal to human needs and time message 2. Repeat message using more than one channel 3. Use empowered attitude and be persuasive 4. Discuss differences in frames of reference 5. Check comprehension and feelings through feedback 6. Minimize defensive communication 7. Combat communication overload 8. Use mirroring to establish rapport 9. Engage in small talk and constructive gossip Effective Listening ● Major component ● Be active listener ● Listen intensely ● Empathize: understand point of view ● ● ● ● ● Provide feedback Paraphrase - repeat in one’s own words what sender says, feels, and means Minimize distractions Don’t interrupt Minimize words that shut down discussion Presentation Technology ▪ ▪ ▪ ▪ ▪ Reveal points only as needed Talk to audience and not the screen Keep slide in view until audience gets point Reduce text on page to bare minimum Triple-check for spelling errors Multitasking Movement ▪ Lowers accuracy and productivity ▪ Errors may increase substantially ▪ Time required to perform task may double ▪ Quality of mental output and depth of thought deteriorates ▪ Better used for highly practiced and routine tasks Effective Business Meetings ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Start with key meeting outcome Meet only for valid reasons Start and stop on time Offer refreshments Keep comments brief and on point Encourage critical feedback and commentary Strive for wide participation Solve small issues ahead of time with e-mail Consider “huddling” when quick action is needed Effective Business Meetings ▪ Ensure that all follow-up action is assigned and recorded ▪ Minimize distractions ▪ Ensure all follow-up action is assigned and recorded Chapter 8 Business and Personal Ethics ON ETHICS • Ethics are a set of principles regarding the proper conduct under certain circumstances. Ethics can also refer to the rules or standards governing the conduct of the members of a profession social group or. • A person’s ethical code has significant impact on his or her interpersonal relationships. Morality a person's standards of behavior or beliefs concerning what is and is right or wrong behavior in general. • Morality informs one’s actions in everyday life. • Morality defines one’s character. • Morality is learned from parents, peers, mentors, religion, education and even (believe it or not) media forms such as film and television. Copyright © 2011 Pearson Education, Inc. or its affiliates. All rights reserved. 3 EXAMPLES OF ETHICAL REASONING 1. Treating everyone fairly regardless of their religion, race, ethnicity or political viewpoints. 2. Obey the rules of your profession. 3. Be diligent in what you do. 4. Don’t waste other people’s money. 5. Be respectful of others. EXAMPLES OF UNETHICAL REASONING 1. Cheating (of any kind) 2. Conducting personal business on company time 3. Justifying your stealing 4. Being disrespectful 5. Taking credit for another’s idea. WHY BE CONCERNED ABOUT BUSINESS ETHICS? • People are motivated by both self-interest and moral commitments • A good ethics reputation can enhance business. • Many unethical acts are illegal and lead to financial loss and imprisonment. • High ethics can increase quality of work life. WHY BEING ETHICAL ISN’T EASY • Ethical decisions are complex. • People do not always recognize the moral issues in a decision. • People have different levels of moral development. (For example, some people are moral just to escape punishment; others are guided by principles of justice.) Why Being ethical Isn’t Easy (cont.) • The work environment could be unethical. • Some people have a utilitarian predisposition • Many people act out of self-interest. FREQUENT ETHICAL DILEMMAS at Work • Illegally copying software • Treating people unfairly-cronyism contributes to unfair treatment • Sexually harassing coworkers (morally wrong and unfair) • Facing a conflict of interest Frequent Ethical Dilemmas, continued • Dealing with confidential information • Misrepresenting employment or education history (such as faking a college degree) • Using company resources for personal gain • Ethically violating computers and IT Frequent Ethical Dilemmas, concluded • Wasting company time Defining moments: a point at which the essential nature or character of a person or group is revealed. CRONYISM IN THE WORKPLACE • Cronyism is giving jobs to people who have done personal favors for you. • Crony is often hired instead of more qualified candidate. • Widely practiced in the form of political appointments in government. • In business, the owner or CEO often gives plum jobs or contracts to cronies. A GUIDE TO ETHICAL DECISION MAKING 1. 2. 3. 4. 5. 7. 8. Gather the facts Define the ethical issues Identify the affected parties Identify the consequences Identify the obligations Think creatively about potential actions Check your intuition STRONG RELATIONSHIPS WITH WORK ASSOCIATES AND ETHICS • Strong relationship between two people often leads to mutual ethical treatment. • If weak professional relationship exists between two parties, either party is likely to engage in unethical behavior. • Building stronger relationships with work associates is likely to enhance ethical behavior. FOLLOWING AN APPLICABLE CODE OF PROFESSIONAL CONDUCT • Many professional groups prescribe professional codes of conduct, including physicians, paralegals, purchasing managers, and real estate salespeople. EXERTING UPWARD ETHICAL LEADERSHIP • Ethical worker sometimes works for unethical manager. • Worker worries that being ethical will result in reprimand or job loss. • With upward ethical leadership person promotes ethical standards although higher-ups are not behaving ethically. • Attempt to resolve moral conflict before resorting to whistle blowing. Anger and Conflict What is Anger? Anger is a normal emotion with a wide range of intensity, from mild irritation and frustration to rage. It is a reaction to a perceived threat to ourselves, our loved ones, our property, our self-image, or some part of our identity. Anger is a warning bell that tells us that something is wrong. • Anger causes physiological and biological changes; increased heart rate, blood pressure and hormones such as adrenaline and noradrenaline. • However, it can get out of control and turn destructive, thus leading to personal and professional problems. • Chronic uncontrolled anger kills in a variety of ways. 2 Myths and Facts about Anger 1. Myth: I shouldn’t “hold in” my anger. It’s healthy to vent and let it out. Fact: While it’s true that suppressing and ignoring anger is unhealthy, venting is no better. 2. Myth: Anger, aggression, and intimidation help me earn respect and get what I want. Fact: True power doesn’t come from bullying others. People may be afraid of you, but they won’t respect you if you can’t control yourself or handle opposing viewpoints. 3. Myth: I can’t help myself. Anger isn’t something you can control. Fact: You can’t always control the situation you’re in or how it makes you feel, but you can control how you respond. 3 Bad Sides of Conflict • Bad side of conflict – The aftermath of extreme conflict may have high financial and emotional costs – Prolonged conflict can be detrimental to some people’s emotional and physical well-being – Often waste time and energy that could be put to useful purposes – Too much conflict is fatiguing, even if it does not cause symptoms of emotional illness – People in conflict will often be much more concerned with their own interests than with the good of the family, organization, or society – Workplace violence can erupt. – People get hurt physically and psychologically Techniques for Resolving Conflicts • Being assertive (good) – Characteristic of people who state clearly what they want or how they feel in a given situation without being abusive, abrasive, or obnoxious – Open, honest, and up-front people who believe that all people have an equal right to express themselves honesty • Being nonassertive (not so good) – Characteristic of people who let things happen to them without letting their feelings be known Techniques for Resolving Conflicts • Confrontation and problem solving – Most highly recommended way of resolving conflict – Method of identifying the true source of conflict and resolving it systematically Leading to… – Win-win ▪ Belief that after conflict has been resolved both sides should gain something of value Techniques for Resolving Conflicts • Disarm the opposition – Method of conflict resolution in which you disarm the criticizer by sympathizing with his or her criticism – Implies that you are apologizing for mistake or error you made ▪ Gets other person on your side or softens animosity Techniques for Resolving Conflicts • Appeal to a third party with power – With more power than you or adversary – Example: government agency • Grievance procedure – Formal process of filing a complaint – Resolving a dispute within an organization – Used extensively in unionized companies • File lawsuit – Threat of lawsuit also effective Anger Management Techniques • • • • No. No. No. No. 1: 2: 3: 4: Take a timeout Once you're calm, express your anger Get some exercise Think before you speak • • • • • • No. No. No. No. No. No. 5: Identify possible solutions 6: Stick with 'I' statements 7: Don't hold a grudge 8: Use humor to release tension 9: Practice relaxation skills 10: Know when to seek help Copyright © 2011 Pearson Education, Inc. or its affiliates. All rights reserved. 9 THE NATURE OF STRESS • Stress is an adaptive response to an action, situation, or event that places special demands on a person. • A stressor is a force creating the stress. • Individual differences in the perceptions of an event determine if it is a stressor. • Minor demands can accumulate to create stress. SYMPTOMS AND CONSEQUENCES OF STRESS • Physiological changes are responsible for most stress symptoms. • The fight-or-flight response is the battle against the stressor. • The brain decides whether a situation is stressful, and produces the response. • Hormone activation when faced with stressor produces short-term physiological reaction such as increased blood pressure. Symptoms and Consequences of Stress, concluded • Continuous short-range physiological changes can lead to life-threatening conditions. • Eventually, immune system is suppressed and memory is impaired. • 25-year study found that work stress doubles risk of dying from heart attack. • Under intense stress, people tend to exaggerate their weakest tendencies. JOB PERFORMANCE CONSEQUENCES OF STRESS • Hindrance stressors have a negative effect on motivation and performance. • Challenge stressors have a positive effect on motivation and performance. • Performance tends to be best under moderate amounts of stress. • Distressed workers are more likely to be absent, therefore accomplishing less work. BURNOUT AND STRESS • Burnout is a condition of emotional, mental and physical exhaustion in response to long-term stressors. JOB SOURCES OF STRESS • Any job situation can be stressor for some workers but not necessarily for others. • Role overload including extreme jobs • In extreme form, role overload can kill, including suicide. • Role conflict and role ambiguity • Poor working conditions Job Sources of Stress, continued • Adverse interaction with customers • Emotional labor—having to control the expression of emotion to please or avoid displeasing a customer Customer Service Tactics: Surface Acting or Deep Acting Job Sources of Stress, concluded • Job insecurity a) b) • Worrying about losing job creates problems even if jobs are plentiful. Survivors of downsizing may fear future cuts, loss of friends, workload increase. Job loss Sources of Stress in Personal Life • • • • • • • Significant life change Low self-esteem Everyday annoyances Social and family problems Physical and mental health problems Financial problems School-related problems Sources of Stress in Personal Life • Personality factors contributing to stress – Type A Behavior and hostility ▪ Personality characteristics that lead a person into stressful situations ▪ Type A behavior has two main components – Tendency to try to accomplish too many things tin too little time – Free-floating hostility Sources of Stress in Personal Life • Personality factors contributing to stress – Belief in external locus of control ▪ Individual’s belief that external forces control their fate – Belief in internal locus of control ▪ Individual’s belief that fate is pretty much under a person’s own control Key Sources of Work Stress • Work overload or underload – Role overload ▪ Burdensome workload that creates stress for a person in two ways – Person may become fatigued and less able to tolerate annoyances and irritations – Person subject to unreasonable work demands may feel perpetually behind schedule, situation that itself creates an uncomfortable, stressful feeling Key Sources of Work Stress • Work overload or underload – Techno stress ▪ Stress caused by information overload as a result of having to cope with ever-changing technology and the deluge of data stemming from information technology • Work overload or underload – Role underload ▪ Disruptive amount of stress that can occur when people experience too little to do ▪ One benefit is the preservation of energy for family and leisure activities METHODS AND TECHNIQUES FOR STRESS MANAGEMENT • General principle is that distress is less likely if you have right resources. • Eliminate or modify the stressor (get at root of problem to reduce the stress). • The cognitive behavioral approach helps you overcome stress-inducing thoughts. Stress Management, continued • Get appropriate physical exercise. • Rest sufficiently (napping is beneficial). • Maintain a healthy diet (nutritious food is valuable for physical and mental health). • Build a support network—people who listen to your problems and give you emotional support. • Practice visualization and meditation (imagine a pleasant scene; concentrate). Stress Management, concluded • Practice everyday methods of stress reduction: a) a) Learning how to relax helps cope with tension and anxiety from all stressors. A wide variety of everyday techniques help a person relax, including inhaling and exhaling, doing a small and constructive task, taking idle time, and helping a person in need. PHYSICAL EXERCISE AND STRESS MANAGEMENT • Moderate physical exercise a key to managing stress and achieving wellness. • Avoid overexertion and injury. • Walking is effective stress reducer with a minimum risk of physical danger. • Physical exercise produces endorphins leading to euphoria and pain reduction. • Yoga is physical exercise that also develops attitudes to calm body and brain. Key Sources of Work Stress • Role conflict and role ambiguity – Role Conflict ▪ Having to choose between two competing demands or expectation – Role Ambiguity ▪ Condition in which the jobholder receives confusing or poorly defined expectations
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What I have learnt in human skills class
I have learned many skills in the human relation skills class. The major things I have learned are
on communication, anger, and conflict, stress, business and personal ethics and, job hunting
skills. The knowledge I have gathered is critical to effective interaction at work and in the
informal sector.
Communication is the process of passing information from one person to another. Effective
communication occurs when the receiver understands the message with clarity. There are
important factors that are essential to effective communication. The environment or setting of
communicating plays a part in influencing the importance of the message. The distance between
those communicating also determines the nature of the message and how it is interpreted. In
America, there are four levels of distance. The first level is intimate where the distance apart is
approximately eighteen inches. The second level is personal whereby those talking are apart by
one to four feet. The third level of distance is social where the people are apart by four to twelve
feet. The last level of distance is public where the people communicating are more than twelve
feet apart. Other factors that determine the effectiveness of communication include the use of
nonverbal cues such as hand gestures and posture. Hand gestures ar...


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