18479062 attitude-and-performance-ppt

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Chris Telfer

Education

ATTITUDE AND PERFORMANCE Methods for changing attitudes in performance interventions.

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MGT 309 Speech Planning Document Adapted from Business Scenarios & UNCG Speaking Center Introduction In a way that connects to your audience, speak your purpose & how this topic connects to them. · Intro Self · Hook/First Sentence · Focus and 3 main points/preview (matches the three below) transition Body Detail the contents with stories and appropriate tone. Sub-Point 1: Sub-Point 2: Sub-Point 3: transition transition transition Closing Leave the audience with a good feeling. · Summary · Positive thought or call to action Performance improvement behavior: How to Reduce Your Public Speaking Anxiety Anxiety will interfere with your ability to be comfortable, confidence and charismatic, and often times it comes from our threat of perceive social rejection. We are fearful that if someone knows us that they will reject us. Furthermore, we don’t want another to think of us as stupid. This self-defeating thinking get is our way and shows up in the body. The following is a list to help you think and reduce your anxiety so you can enjoy presenting. 1. Re-frame the experience. Do NOT dwell in the uncertainty, but instead focus your mind on the phrase “It’s just a conversation.” Whether it’s a conversation of one-on-one or one-to-many, it’s still simply a conversation. Think that way. 2. You believe you more than anyone else in the world; therefore you must control the brain messages (thoughts) that are self-defeating. You are not an idiot, You are in fact a beautiful wonderful person. Be sure to tell yourself that you are worthy and competent. 3. Be careful of the ‘imposter syndrome.’ The thoughts say tell you that you don’t have anything of value to offer – that you do not belong in this situation. By being in the situation, you have something to offer. 4. Manage your body. When our threat response is activated, our biology is to funnel energy to prepare us to fight or flight. Therefore energy goes out of our brains and into our arms and legs. This is biology. To quiet the threat response, breathe deep and tell yourself that you are safe, that you are prepared, that you are worthy, and that the audience is for you. Additionally, know that the threat response is often at its height at the beginning of the talk; therefore, plan an audience activity in the beginning to give yourself a moments break, or perhaps take a sip of water. Just a little moment will help. 5. Prepare more information that you need. In the moment of execution, you will forget to say some information and other information. No worries. Nobody but you knows of your change. Enjoy it. Don’t be thrown-off by the change. Go with the flow. 6. Practice. Practice. Practice. Your brain has difficulty distinguishing imagination and reality. Use this strategy to make the uncertain certain. It will reduce your anxiety. 7. When you practice, spend more time on the introduction. Polish it to perfection and you’ll feel ...

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GIVING CONSTRUCTIVE FEEDBACK Feedback is an essential element for everyone in an organization's workforce. Giving feedback is a task you perform again and again as a manager or supervisor, letting people know where they are and where to go next in terms of expectations and goals - yours, their own, and the organizations. Feedback is a useful tool for indicating when things are going in the right direction or for redirecting problem performance. Your objective in giving feedback is to provide guidance by supplying information in a useful manner, either to support effective behavior, or to guide someone back on track toward successful performance. Some situations which require giving constructive feedback include: • Ongoing performance discussions • Providing specific performance pointers • Following up on coaching discussions • Giving corrective guidance • Letting someone know the consequences of their behavior Some clues that constructive feedback is needed are when: • Someone asks for your opinion about how they are doing • Unresolved problems persist • Errors occur again and again • An employee's performance doesn't meet expectations • A peer's work habits disturb you SIX WAYS TO MAKE FEEDBACK CONSTRUCTIVE Part of being an effective manager or supervisor is knowing what feedback to give. The trick is learning how to give it constructively so that it has some value. constructive feedback is a tool that is used to build things up, not break things down. It lets the other person know that you are on their side. 1. If you can't think of a constructive purpose for giving feedback, don't give it at all. 2. Focus on description rather than judgement. Describing behavior is a way of reporting what has occurred, while judging behavior is an evaluation of what has occurred in terms of "right or wrong", or "good or bad". By avoiding evaluative language, you reduce the need for the individual to respond defensively. For example: "You demonstrate a high degree of confidence when you answer customer questions about registration procedures, "rather than, "Your communication skills are good." 3. Focus on observation rather than inference. Observations refer to what you can see or hear about an individual's behavior, while inferences refer to the assumptions and interpretations you make from what you see or hear. Focus on what the person did and your reaction. For example: "When you gave that student the Financial Aid form, you tossed it across the counter," rather than describe what you assume to be the person's motivation, "I suppose you give all forms out that way!" 4. Focus on behavior rather than the person Refer to what an individual does rather than on what you imagine she or he is. To focus on behavior, use adverbs, which describe action, rather than adjectives, which describe qualities. For example: "You talked considerably during the staff meeting, which prevented me from getting to some of the main points," rather than "You talk too.

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INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortable as the critic than the collaborative creator.”2 This candidate was not hired either. IMPRESSIONS FROM YOUR RÉSUMÉ Typos, gaps in employment, and too much work history can leave negative impressions. Career coach Cheryl Palmer notes that using your employer’s e-mail sends the message to potential employers “that the job seekers will not hesitate to use their equipment for personal use.”3 RECOMMENDED TIPS The following suggestions can help you manage the impression you are sending when applying for a job. Do’s •Adjust your Facebook privacy settings so potential employers can’t see your party photos. •Use Twitter and LinkedIn to play up your professional interests (like posting relevant news articles). •Cross-check your résumé and LinkedIn profile to make sure there aren’t discrepancies. Don’ts •Don’t badmouth a current or former employer, colleague, or company. •Avoid using foul language and making negative remarks. •Don’t post anything that might be perceived as racist, biased, or illegal.4 Note: We cover impression management in more depth in Chapter 12. FOR YOUWHAT’S AHEAD IN THIS CHAPTER We want to help you enhance you.

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grades.sav.sav INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortable as the critic than the collaborative creator.”2 This candidate was not hired either. IMPRESSIONS FROM YOUR RÉSUMÉ Typos, gaps in employment, and too much work history can leave negative impressions. Career coach Cheryl Palmer notes that using your employer’s e-mail sends the message to potential employers “that the job seekers will not hesitate to use their equipment for personal use.”3 RECOMMENDED TIPS The following suggestions can help you manage the impression you are sending when applying for a job. Do’s •Adjust your Facebook privacy settings so potential employers can’t see your party photos. •Use Twitter and LinkedIn to play up your professional interests (like posting relevant news articles). •Cross-check your résumé and LinkedIn profile to make sure there aren’t discrepancies. Don’ts •Don’t badmouth a current or former employer, colleague, or company. •Avoid using foul language and making negative remarks. •Don’t post anything that might be perceived as racist, biased, or illegal.4 Note: We cover impression management in more depth in Chapter 12. FOR YOUWHAT’S AHEAD IN THIS CHAPTER We want to help ...

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