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
Purchase answer to see full
attachment