1-23-19 Agenda.pptx

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CO 225-50
1/23/19 Agenda
P r o f e s s o r M a r i n o

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Today’s Agenda
• About the Professor
• Course Syllabus & Schedule
• Course Assignments
• Course Expectations
• Course Grading
• How to Succeed in CO 225 Without Really Trying
• Homework
2

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About the Professor
3
Academic Background Jobs
• HS Diploma – Point Pleasant Borough High
School Point Pleasant, NJ
• BA Computer Science & Information
Systems – Stockton University Galloway, NJ
• MBA – Georgian Court University Lakewood,
NJ
• Med Business Education – Bowling Green
State University Bowling Green, OH
• EdD Curriculum & Instruction with a
Concentration in Instructional Design &
Technology – University of West Florida
Pensacola, FL
• Adjunct Professor of Technology @ BGSU
• Adjunct Professor of Business @ OCC
• Adjunct Professor of Communication &
Management @ MU; previously Info Tech
• Small Business Owner
• Non-Profit Founder/President
• Financial Blogger [NASDAQ, The Street &
Seeking Alpha]
• Educational Ambassador [Edmodo &
SimpleK12]
• Small Business & Educational Consultant

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Course Syllabus & Schedule
4
Course Syllabus Course Schedule
• Learning Objectives
• Reasoned Discourse Objectives
• Course Textbook/Resources
• Academic Dishonesty
• Attendance Policy
• Professionalism/Deadlines
• Emailing Me
• Accommodations
• Expect to meet each class; I haven’t cancelled a
class since Spring 2017 [to attend a funeral]
• Built in breaks throughout semester
• All lectures [except for Week 10] correspond with
course textbook chapters
• All classes highlighted in yellow means no lecture
that day. Please don’t miss class on these
days.
• In the event MU cancels class look to eCampus
for instructions/any changes

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Course Assignments
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Types Due Dates
• Participation – you’re scored with a 0, 1, or 2 for each
class
• Homework – mainly geared toward reflecting on your
presentations and helping develop your Job Portfolio
• Job Portfolio – six assignments geared towards
developing your interview, research, and application
skills to get a job
• LinkedIn Profile – developed based on a rubric to
produce a professional personal profile
• Presentations – four individual speeches with varied
requirements
• Sales Pitches – two group speeches geared towards
persuading and convincing to act
• Final Exam – two take home parts to be discussed in
April
• All assignments are due Sunday evening [even
during Spring Break] unless specified on
eCampus
• Check eCampus and write down due dates
and times
• Due at 10PM for chance at full credit, 11PM for
partial credit. Nothing accepted after that.
[Other due times as noted on eCampus]

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Course Expectations
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In-Class Out of Class
• Bring a folder and notebook to class –
sometimes I hand out papers for your
reference and my Agenda slides will feature
main points I expand on, so you need to take
notes.
• Be prepared
• Participate
• Apply concepts taught in class
• Review Agenda PPTs after class
• View Course Blog for extra info – primarily
will be links and YouTube videos
• Review Course Schedule to submit
assignments on time
• Work in advance on assignments to allow
adequate time to complete

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Course Grading
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How You’re Graded Grading Scale
• Participation = 10%
• Homework = 5%
• Job Portfolio = 25%
• LinkedIn Profile = 10%
• Presentations = 20% [4 @ 5% each]
• Sales Pitches = 20% [2 @ 10% each]
• Final Exam = 10%
• A = 93+
• A- = 90-92
• B+ = 87-89
• B = 83-86
• B- = 80-82
• C+ = 77-79
• C = 73-76
• C- = 70-72
• D+ = 67-69
• D = 63-66
• D- = 60-62
• F = Below 60

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How to Succeed in CO 225 Without Really Trying
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In-Class Out of Class
• Come to class on time [Time is money!]
• When I say “Alright Young Scholars” Class
Begins
• Treat this course as a Job
• Participate
• Don’t Ask for Extra Credit – plenty provided
throughout semester
• Complete all assignments based on
instructions provided
• Complete all assignments on time
• Check eCampus and e-mail often
• E-mail me with questions or come to office
hours

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Homework
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Intro Post Cover Letter & Resume Rough Draft
• Go to Homework folder on eCampus for
instructions
• Helps me take attendance more promptly in
the future
• Complete ASAP [though not due immediately]
• Go to Homework folder and select Job
Portfolio Rough Drafts on eCampus for
instructions
• Helps you develop your Job Portfolio
• Not due until Sunday 2/3/19 but start working
on now

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CO 225-50
1/28/19 Agenda

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Business and Professional
Excellence in the
Workplace
C H A P T E R 1
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Today’s Agenda
• What is this class about?
• Important factors of communication
• Important factors of CO 225
• KEYS
• Communication Process
• Communication Definitions
• Communication Barriers
• Homework 12

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What is involved in this course?
• Interviewing
• Relational Communication
• Mediated Communication
• Presentational Speaking
• Written Documents
• Interpersonal Communication at Work
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Important Factors of Communication
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• Feedback
• Previous experience
• Physical surroundings
• Communication Channels
• Culture
• Relationships

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Important Factors of CO 225
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• Verbal and Nonverbal Communication
• Resumes, Interviews, and Negotiations
• Diversity
• Communication at Work
• Team/Group Work
• Technology
• Business and Professional Writing
• Leadership and Conflict Management
• Presentations
• Work-Life Balance

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KEYS
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• Know Yourself
• Evaluate the Professional Context
• Your Communication Interaction Occurs
• Step Back and Reflect
Quintanilla, Business and Professional Communication: Keys for Workplace Excellence 3e
© 2016 SAGE Publications, Inc.

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Communication Process
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Communication Process Cont.
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Communication Process Definitions
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• Communication: a transfer of understanding and meaning from one person
to another.
• The sender is the source of the communication.
• Encoding means converting a message into symbolic form.
• The message is the purpose to be conveyed in the communication.
• The channel is the medium by which a message travels.
• Decoding means translating a received message.
• The receiver is the recipient of the communication.
• Feedback is checking to see how successfully a message has been

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Communication Definitions
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• Communication – The process of understanding our experiences
and the experiences of others through the use of verbal and
nonverbal messages
• Communication Bravado - Perceiving communication as effective,
while others perceive it as ineffective

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Communicating Ethically
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• Ethics - General term for the discussion, determination, and
deliberation process for deciding right and wrong, should and should
not do, appropriate
• Ethical Consideration - In communication includes lying, keeping
and/or telling secrets, integrity, aggressive communication, cheating
• Values - Moral principles or rules that determine ethical behavior
• Organizational Values - Typically outlined in an organizational
mission or goal – many jobs require employees to subscribe to
organizational values

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Communication Apprehension
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• Types
• Trait Apprehension
• Context Apprehension
• Audience-based Apprehension
• Situational Apprehension
• Causes
• Novelty
• Formality
• Subordinate status
• Peer evaluation
• Dissimilarity
• Conspicuousness
• Lack of Attention
• Prior History

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Social Media vs. Human Interaction
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Social Media Communication
▪ Impersonal
▪ No personal relationship
▪ Potential misinterpretations
▪ Connect with many people at once
▪ Information may not be accurate; needs to be
checked
Human Communication
▪ Personal
▪ Influenced by experience
▪ Influenced by environment and upbringing
▪ Influenced by perceptions
▪ Easier to determine factual information

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Types of Communication
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• Formal channels
• Informal channels
• Written communication
• Verbal communication
• The “grapevine”
• Nonverbal cues

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Influences on Communication
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• Networked communication
• Wireless communication
• Applications
• Communication issues
• Legal issues
• Security issues
• Lack of personal interaction
• Knowledge management
• Customer service
• Strong service culture

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Communication Barriers
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Overcoming Communication Barriers
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Homework
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• INTRO Post
• Cover Letter Rough Draft
• Resume Rough Draft
• ALL DUE SUNDAY evening

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CO 225-50
1/30/19 Agenda

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Resumes, Interviews &
Negotiations
C H A P T E R 4
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Today’s Agenda
• Job Search
• Resumes
• Applying for Jobs – 6 Step Process
• Interviews
• Negotiations
• Homework
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Job Searching
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• Three General Job Searching Strategies
• Search for any job available
• Search for any job you are currently qualified for
• Search for any job you will be qualified for in the future
• Determining the job you want will help in researching the field to find a good fit
for you as an employee [2nd stage of the Job Seeking Process – researching ties in
here]
• As you advance in your career your interests may change. It is perfectly fine to
move on to a new job, but be sure to have appropriately added to your
qualifications to match the new position.

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Resumes
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• Resumes provide a snapshot of how productive you have been in life
• Someone who has held a lot of jobs presents as a potential problem
• Someone who is young and has limited experience presents as someone who
can be “molded in the company’s image”
• Someone with a lot of experience may not fit certain companies due to
perceptions
• Resumes are different for everyone and the resume you send to employees
should tailor to the job you want. Word, as an example, provides many
templates to use.
• Resumes can get you in the door for an interview

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Applying for Jobs – 6 Steps
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Six Stages to the Process
Stage 1: Exploring
Stage 2: Researching
Stage 3: Applying
Stage 4: Interviewing
Stage 5: Following Up
Stage 6: Negotiating

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Stage 1 Exploring
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• Self-Exploration
• Asking yourself what your strengths, interests, and priorities are
• Career Exploration
• Researching opportunities that match your interests, including shadowing and
internships
• Declaring your major, understanding your strengths and skills go a long way
in determining what job you want and will be hired for
• Exploring in this case means searching for what job will be a good fit for you
• For example, if you hate dealing with people it is not a good idea to become a
teacher or psychologist where you are around varying types of people every day
• Keep in mind that you may best fit a job you hate, but are good at it due to your
skills
• It is a good idea to self-explore and career explore [this is often done in high
school or as a freshmen with Career Aptitude Tests, etc.]

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Stage 2 Researching
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• Research openings – online, word of mouth,
company website, etc.
• LinkedIn, Monster, Career Builder, etc.
• Research company – what do they do? What are
their standards? What is their mission?
• Best place for this info is right on the company’s website
or in the job advertisement
• Research job - what are the job duties or
responsibilities?
• O*NET, Bureau of Labor Statistics, Career One Stop, etc.

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Stage 3 Applying
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• Cover Letter
• Introduces you to the employer
• 1 to 2 pages
• Connect with job advertisement
• Use examples
• Appropriately Formatted
• Modify for ALL Jobs
• Resume
• Defines all job experience
• Shows qualifications
• Include anything that shows you’ve worked well with others
• Appropriately Formatted
• Modify based on field

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Thoughts on Applying
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• Develop Resume appropriate for the job
[some resumes no longer list an objective,
but some jobs may ask for it]
• Customize Resume for the job [if you might
be working overseas knowing different
languages should be accentuated, but if
working for a small chain in a specific
community accentuated ties to the
community would be necessary]
• Be Relevant [don’t list things in high school
unless they matter; for example, applying
to be a coach]
• Your Resume should reflect you as a person.
There are millions of templates to
customize for your needs.
• When applying for jobs you add a Cover Letter
to your Resume. The Cover Letter should
summarize your skills in a way that presents you
as a potential asset to the company. Do not just
mention things from your Resume; explain why
they matter.
• Always end a Cover Letter with your contact
information and a request to meet at their
convenience to discuss the job further
[essentially asking for an interview].
• Follow the application procedures provided
[some jobs require emailed resumes, some
through a company website, or some through a
third party site like LinkedIn].
• Make sure your Resume details appropriate job
duties you completed in each job and have
appropriate tense for those jobs. For example, a
job you no longer have should list performed job
duties in past tense.

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Stage 4 Interviewing
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• Having a successful interview ties to your
research
• Be prepared to spend 2 minutes answering
interview questions
• Answer the question
• Provide an example/supporting statement
• Tie the answer to the company
• Be prepared, but don’t sound overly scripted
• Be ready for phone, in-person, or videoconference
interview [rarely you won’t even interview]
• DRESS APPROPRIATELY

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Understanding the Interview
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• More than likely the person interviewing you has never met you before.
Follow these ideas for success:
• Show up early. Most people believe in the saying “Being on Time is the Same as
Being Late”
• Dress for the Job You Want, Not the One You Have
• Be Prepared for the Interview
• Understand how the Interview will occur. For example, if the interview is via
telephone find a quiet, convenient location with no interruptions
• Remain positive at all times
• Most of the time the person interviewing you will have to have direct contact with you
on a consistent basis. If they feel they cannot get along with you, you have no chance
at the job

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How to Botch an Interview
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• Show up unprepared
• Don’t know about field
• Don’t know about company
• Don’t know about job
• Show up late [you may not even receive an interview]
• Failing to ask questions. In every interview you will
have the interviewer will end the interview with “Do
you have any questions”? Take that opportunity to
address any concerns or questions you may have.
• Asking about Pay if it is not mentioned during the
interview. Generally, this will not be brought up

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Common Interview Questions to Ask
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• What is your expected timeframe for filling this position?
• This suggests you want to get to work right away
• If you were to hire me, what can I expect on a typical day?
• This shows you’re interested and clarified what you can expect
• Do you need me to clarify anything on my Resume for you? [should be asked first]
• This allows you to add to any answer you gave that may have been weak
• Reference something found during your research and ask them to elaborate
• This shows you know about the company and are interested in learning more
• Ask questions geared towards research you couldn’t find, such as “Are there any
uncommon job duties I should be aware of”?
• Avoid asking questions that suggest you will be leaving for the next best opportunity,
such as “What is the career path for someone in this position”?

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Stage 5 Following Up
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• Thank interviewer(s) at the end of the interview
• Send a Thank You note expressing your
appreciation for the interview and how you look
forward to joining the team. Mention anything from
the interview you found interesting.
• Thank you note can be hand written, typed, or even
emailed
• Once the thank you note is sent become radio silent
unless the job listing is still active a month after interview
or they follow up with you.
• Communicating too frequently after interviewing paints you
in a negative light

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Stage 6 Negotiating
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• It is rare you’ll discuss anything related to salary or
benefits in an interview
• After you receive a job offer it is okay to discuss
salary, benefits, schedule, and other perks
associated with the job
• Often it will be the company offering you something and
you may accept or counter propose
• Counterproposal requires tact; as company may have a
few candidates in mind and will hire the person who best
fits what they’re willing to offer
• Understand your value

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Think Realistically
45
• Applying for a job doesn’t guarantee you get it
• Having a great Cover Letter, Resume, and
Interview doesn’t guarantee you a job either
• Be able to stand out in your Cover Letter
• Have a Resume that features experience in line
with job advertisement
• Leave the interviewer with no choice to hire you
• Understand nepotism and cronyism can play a role in
hiring, but often lack of experience or being over qualified
are the main reasons candidates are rejected. This is to
some degree labeled “fit.”

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In This Class
46
• In this class you will be prepped for success in these areas:
• Creating a Cover Letter, Resume, Interview Thank You Note, and
LinkedIn Profile provide preparatory knowledge for the job market
• Giving Sales Pitches prepares you for being able to pitch yourself on
the job market
• Being interviewed by your classmates provides practice on the
interview process
• Being interviewed by me in class based on your scheduled interview
provides practice on how a common interview will occur
• Revising your Cover Letter, Resume, Interview Thank You Note, etc. for
the Job Portfolio allows you to modify and strengthen these items
based on feedback

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Homework
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• INTRO POST
• COVER LETTER ROUGH DRAFT
• RESUME ROUGH DRAFT
• ALL DUE SUNDAY @ 10PM EST
• Begin looking at Presentation #1 instructions and working on LinkedIn
Rough Draft

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CO 225-50
2/4/19 Agenda

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Speech Design
C H A P T E R 1 2
49

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Delivering a Speech with
Professional Excellence
C H A P T E R 1 3
50

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Agenda
• Speech Design
• Delivering a Speech with Professional Excellence
• In-Class Exercise
• Homework
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Designing a Speech - Considerations
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• Audience – don’t focus on PPTs, focus on audience
• Context – how is the speech delivered?
• Research – what info is necessary?
• Interest
• Purpose

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Monroe’s Motivated Sequence
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• Attention step – hook/intro
• Need step – establish the problem
• Satisfaction step – reveal the solution
• Visualization step – increase desire
• Actions step – call to action

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Other Considerations
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• Transitions
• Hook/Intro
• Who you are, not important
• What you will say, important
• Body Language
• Language
• Conclusions
• Summarize

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How to Succeed in Presenting
55
• Avoid Adrenaline Rush
• Reduce anxieties
• Adrenaline rush can lead to
• Sweating
• Rushing
• Filler words
• Lack of volume control
• Lack of speed control
• Lack of eye contact
• What to Do?
• Sense of Play
• Create an Outline
• Visual Aids
• Practice
• Feedback
• Reduces anxiety
• Increases comfort

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Components of a Strong PPT
56
• Introductory slide – Title and Names of Presenters
• Hook the audience with something interesting
• Agenda – details what you will discuss, serves as an
outline
• Body – content of PPT; enhance what is written on
slides using your own words
• Conclusion – summarize the main thoughts
• Any questions – in some settings you will be expected
to complete a Q & A after presenting
• Add Ons – pictures, videos, transitions, etc.
• Use add ons that will enhance the presentation

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Language
57
• Present using professional speech
• Understand the audience and use appropriate terms
• Avoid any non-professional speech
• Repeat for effect
• Body language should match professional speech

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Pitfalls in Presenting
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• Failing to relax
• Being stressed
• Failing to prepare
• Failing to annunciate words/Going too fast
• Relying too heavily on notecards, slides, etc.
• Failing to dress appropriately
• Missing on audience and purpose
• Being overwhelmed

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Types of Speech/Presentations
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• Team presentations
• Individual presentations
• Sales pitch
• Conference/Academic presentations
• Elevator pitch
• Interview
• Formal Discussion

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Examples
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https://youtu.be/GuLcxg5VGuo
Barney Stinson Video Resume
https://youtu.be/ji5_MqicxSo
Randy Pausch Last Lecture
https://youtu.be/Pr9ruvxA3K4
Patch Adams – Treat a Person Speech

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Presenting As a Team
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• Similar to individual, but one big speech with all
members involved
• Transitions important
• Repetition should be minimal
• Audience and info critical
• Organized by who is presenting

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In-Class Exercise
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• Create outline for Presentation #1
• Write down three ways you intend to
reduce anxiety and adrenaline prior to
next week’s 3 minute presentation
• Consider past presentations; what is
one area of weakness? How will you
address it?
• Write on paper; hand in at end of class

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Homework
63
•Begin working on
LinkedIn Rough Draft
and Presentation #1

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CO 225-50
2/4/19 Agenda

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Business & Professional
Writing
C H A P T E R 9
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Agenda
• BBQ Bib Quiz
• Thoughts on Resumes and Cover Letters
• Sending the Message
• Written Communication
• Types of Written Communication
• Why Communication Fails
• KEYS to Written Communication
• Homework
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Thoughts on Resumes and Cover Letters
67
RESUME
• Buzzwords over Clichés
• Past tense on past jobs
• Dates
• Education first if less than 5
years experience
• Current/Most Recent Job 1st
• Skills should be measurable
COVER LETTER
• Appropriate Salutation
• Appropriate Closing
• Examples, not fluff
• Tie your skills to the job
• Answer the question “Why
am I the best person for the
job”? In the most descriptive
manner possible while being
clear and succinct

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Thoughts Tied to Job Portfolio
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• Relative to your Job Portfolio assignment/project
you will be required to tailor your Resume, Cover
Letter, etc. to an application for a specific job
• Explore your job field
• Identify a specific company you want to work for
• Provide the Company of your choosing in class
once you’ve decided
• Identify the point of contact relative to hiring
• Address appropriate requirements to the point of
contact

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Sending the Message
69
• Message Clarity
• Message Structure
• Message Presentation
• Practice and Re-Write

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Written Communication
70
• KISS Method – Keep It Simple Stupid
• Interest/Purpose/Audience
• Impressionable
• Understand Delivery Method
• Create Outline
• Be Clear
• Purpose
• Address Key Issues

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Types of Written Communication
71
• Common in the Workforce of
Business
• Business Letters/Cover Letter
• Thank You Letters
• Employee Review
• Memos
• Emails
• Resume
• Less Common in the Workforce of
Business
• Recommendation Letters
• Specific to an Individual or
Group
• Proposals
• Planning Documents
• Press Releases
• Media Publications
• Those important in this class
in BOLD

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Why Written Communication Fails
72
• Impersonal
• Message “misses”
• No white space [failing to space, lengthy writing]
• No identifiers
• Structure – errors, poor font, etc.
• Tone/Message Inappropriate

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KEYS to Written Communication
73
• K – Decide your intent
• E – Be aware of your own tone in written
communication
• Y – Constantly Re-evaluate
• S – Reflect on need to re-evaluate/adjust
communication

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Homework
74
•LinkedIn Rough Draft
•Prepare for Presentation #1

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CO 225-50
2/13/19 Agenda

76
Verbal & Nonverbal
Communication
C H A P T E R 2
76

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Listening
C H A P T E R 3
77

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Agenda
• Reschedule Presentation #1 to Monday
• Verbal vs. Nonverbal Communication
• Communication Rules
• Nonverbal Influences
• Hearing vs. Listening
• Barriers to Listening
• Types of Listeners
• HURIER Model
• Homework
78

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Verbal vs. Nonverbal Communication
79
VERBAL
• Words and fillers
• Language/Vocabulary appropriate based on
context
• Easily understood
• Thought Based
• Meaning and context
NONVERBAL
• Emotion Based
• Conveys information in a way words may not
• Can enhance, replace, or even contradict
verbal communication
• Reactive in the workforce based on
perception and environment
• 65 to 93% of communication is nonverbal
• Convey attitude
• Personality
• Accompanies verbal communication

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Communication Rules
80
• Regulative Communication Rules
• Describes when, how, where, and with whom to talk
about certain things
• Constitutive Communication Rules
• Defines what communication means, such as eye
contact, showing affection, and showing
appropriateness

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Nonverbal Influences
81
• Vocal Expression/Vocalics
• Space/Proxemics
• Environment
• Physical Appearance
• Kinesics
• Facial Expression and Eye
Behavior
• Touch/Haptics
• Repeat, conflict, substitute, or
complement
• Three Dimensions
• Immediacy – positive or
negative
• Status – perception
• Responsiveness – active or
passive

82
Nonverbal Influences Questions
82

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Hearing vs. Listening
83
• Hearing
• Physical ability to detect sounds
• Act of retrieving sounds
• Listening
• Concentrating on communication to find meaning
• The stronger the listener, the better the job
• Ability to process and understand sounds

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Barriers to Listening
84
• Noise – external and internal
• Jargon
• Message Overload
• Receiver Apprehension
• Bias
• Failing to actively listen

85
Types of Listeners
85
• Informational listener – focuses on
content
• Empathetic listener – seeks to
understand the speaker’s point of
view
• Passive listener – taking in a
message without feedback or
verification
• People-oriented listeners -
Interested in demonstrating concern
for others' emotions and interests,
finding common ground, and
responding
• Action-oriented listeners- Interested
in direct, concise, error-free
communication that accomplishes a
goal
• Active listeners – work to make
sense of message and verify

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More Types of Listeners
86
• Content-oriented listeners - Interested in intellectual
challenge and complex information
• Time-oriented listeners - Prefer brief communication,
to the point
• Conversational listeners in interpersonal situations
• Professional listeners in speaking and listener situations

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HURIER Model
87
Hearing
• Refers to concentrating on and attending to the
message
Understanding
• Process of attaching meaning to the verbal
communication
Remembering
• Includes recalling the message so it can be
acted upon
Interpreting
• Step where we make sense of the verbal and
nonverbal codes to assign meaning to the
information received
Evaluating
• The logical assessment of the value of the
message
Responding
• Involves giving some form of response to the
message, either verbally or nonverbally

88
Homework
88
•Prepare for Presentation #1

89
CO 225-50
2/20/19 Agenda

90
Getting to Know Your
Diverse Workplace
C H A P T E R 5
90

91
Interpersonal
Communication at Work
C H A P T E R 6
91

92
Agenda
• Discuss LinkedIn a little more
• Workplace Diversity – Common Considerations
• Fitting In
• BM 250 Added Diversity Thoughts
• Types of Work Communication
• Communicating with Boss, Co-Workers, and Customers
• Appropriate Work Communication
• Distorted Messages
• Avoiding Distorted Messages
• Etiquette and Privacy
• Homework
92

93
Workplace Diversity – Common Considerations
93
Gender
Ethnicity and Race
Language Differences
Religion
Disabilities
Cultural Diversity Awareness and Worldview
Cultural Competence
Mutual Respect or Mutual Understanding
• Socialization - The experiences that
shape our attitudes, perceptions,
emotions, and communication choices
• Culture - The rules of living and
functioning in society
• Organizational culture - The way an
organization operates, The attitudes the
employees have, The overall tone and
approach to any given business
• Assimilation - The adjustment period and
“settling in” that's common for anyone
starting a new job

94
Fitting In
94
Assimilating to a new job can be hard
• Understand/Research the company’s culture
• Socialize by asking questions and observing
• Make yourself knowledgeable on
• Worldviews
• Cultural competencies
• Discrimination/Diversity Law
• Be able to differentiate between
• Technical jargon
• Folklore
• Facts

95
Workplace Diversity BM 250 Style
95
• The diversity in the workforce is continually changing
• Workplaces create a code of conduct beyond laws to address
discrimination due to diverse qualities
• There are now considerations related to
• sexual orientation, socioeconomic status, and physical
attractiveness
• Consider
• work-life balance, contingency work, and generational
difference

96
Types of Work Communication
96
• Superior-Subordinate
Relationships
• Coworker
Relationships
• Customer/Client
Relationships
• Romance or intimacy can arise
because of time spent together
• Should be discouraged because
it can cause distractions and
favoritism
• Sexual harassment is
communicative behaviors that
can lead to hostile work
environment

97
Communicating with Boss
97
• Above you – show respect
• Unlikely to provide you all information you seek
• Just because they’re friendly doesn’t mean they’re your
friend
• Your missteps represent them
• Read expressions
• Getting too personal may make them uncomfortable
• Advocating for everyone below them may aggravate
them

98
Communicating with Co-Workers
98
• On your level or below you
• Communicate in the same professional manner with
everyone
• Understand the “water cooler talk”
• Never repeat inappropriate gossip
• Disengage when you’re uncomfortable
• Understand they just may need to vent
• Avoid communication via email/memo/letter where your
name is attached if possible

99
Communicating with Customers
99
•Overly friendly
•Personal touch
•Knowledge management
•Communicate ethically
•Be persuasive

10
0
Appropriate Work Communication
10
0
• Be Proactive
• Be Active
• Filter Communication
• Avoid Workplace “Desires”
• Professional Etiquette
• Understand roles
• Understand your role and job duties

10
1
Distorted Messages
10
1
• Gatekeeping – some information withheld
• Summarization – messages summarized to
emphasize parts of message
• Withholding – information not passed on
• General distortion – message changed

10
2
Avoiding Distorted Messages
10
2
• Limit the number of people a message
travels through
• Go to source of message for clarification
• Keep communication channels open with
subordinates and customers
• Never “shoot the messenger”

10
3
Etiquette and Privacy
10
3
Etiquette:
• Professional etiquette
is a matter of
displaying social
etiquette or good
manners in a
professional setting
Privacy:
• Communication Privacy
Management
• In the workplace,
decisions must be made
about what we keep
private, share, or self-
disclose
• Communication privacy
management impacts
communication about
sexual identity

10
4
Homework
10
4
• Presentation #1 Self Reflection – Due on eCampus Sunday night
• Classmate Interview – instructions in announcement on eCampus;
hand in paper with your name, who you interviewed, and responses to
the 5 interview questions at the beginning of class on Monday
• Interview Thank You Note – based off of interviewing classmate – Due
on eCampus Sunday night
• Presentation #2 PPT – Due on eCampus Sunday night

10
5
CO 225-50
2/25/19 Agenda

10
6
Strengthening Teams and
Conducting Meetings
C H A P T E R 7
10
6

10
7
Agenda
• BBQ Bib Quiz
• Discuss LinkedIn a little more
• Group vs. Team
• Important Aspects of Meetings
• Norms
• Roles
• Dewey’s Problem Solving Steps
• Problem Solving Approaches
• Conflict
• 5 Stages of Development
• Innovation, Evaluation, and Implementation
• Homework
10
7

10
8
Group vs. Team
10
8
A Group Is:
• Three or more people
who are working
toward a common goal
or share a common
purpose
A Team Is:
• A group that shares
leadership
responsibility
• Creates a team identity
• Achieves mutually
defined goals
• Fosters innovative
thinking

10
9
Important Aspects of Meetings
10
9
• Time & Location = Environment
• Topic/Focus/Agenda
• Participants
• Method
• Turns
• Information

11
0
Norms
11
0
• Norms are unwritten rules of behavior that
influence our behavior in the workplace
• Reflect on the norms in your workplace
• Read the employee handbook
• Work to eliminate negative norms by
• Addressing them promptly
• Working to fix them

11
1
Roles
11
1
• Initiator
• Information Giver
• Information Seeker
• Opinion Giver
• Opinion Seeker
• Coordinator
• Procedural Developer
• Summarizer
• Supporter
• Harmonizer
• Gatekeeper
• Blocker
• Dominator
• Attacker
• Clown
• Explorer
• Artist
• Judge
• Warrior

11
2
Dewey’s Problem Solving Steps
11
2

11
3
Problem Solving Approaches
11
3
• Decision by Leader Approach
• Not truly functioning as a team
• Role of members is to
recommend or advise the
leader
• Majority Rule Approach
• Team members cast a vote for
the solution they find most
meritorious
• Can lead to division and lack
of innovation
• Compromise Approach
• Lose-lose approach to decision
making
• Goal becomes narrowing
options rather than developing
innovative ideas
• Consensus Approach
• More time consuming
• A solution or agreement is
reached that all team members
can support

11
4
Conflict
11
4
• Forming, Storming, Norming, Performing, and Adjourning
• Fight or Flight
• Open Dialogue
• Unity
• False Empowerment: leader acting as though group
has a say, but leader will have ultimate say
• Overload: when group members cannot concentrate on
issue due to having other things on their mind
• Poorly Run Meetings: disorganized due to lack of
agenda, too lengthy, wrong participants

11
5
5 Stages of Group/Team Development
11
5
• Forming: groups are polite and impersonal as
they test the waters
• Storming: conflict appears and members engage
in infighting and often clash with the leader
• Norming: group develops procedures for
organizing, giving feedback, and confronting
• Performing: members carry out the duties of the
group
• Adjourning: group completes its work, resolves
issues, and comes to a close

11
6
Innovation, Evaluation, and Implementation
11
6
• Innovation
• Brainstorming and Group brainstorming
• Writing and Acting
• Evaluation
• Decision Matrix
• Value Rating
• pros vs. cons
• Implementation
• follow steps to execute plan
• modify as needed based on results

11
7
Homework
11
7
• Check your email for Presentation #2 PPT updates
• Update your Presentation #2 PPT based on my feedback and email
me your updated copy

11
8
CO 225-50
3/4/19 Agenda

11
9
Informing and Persuading
C H A P T E R 11
11
9

12
0
Agenda
• Presenting
• Presenting to Inform
• Speaking to Persuade
• Ethos, Pathos, Logos
• Types of Reasoning
• Homework
12
0

12
1
Presenting
12
1
• Practice to avoid fear of
speaking
• Seek out opportunities
• Develop stronger
communication skills
• Who is my audience?
• If an audience is standing keep the
speech short
• Informative Speeches
• Present facts
• Persuasive Speeches
• Presents an argument
• Passive – agree or disagree
• Call to Action
• Specific Purpose
• Clearly covered by end of speech
• Overcome fear of public speaking
• Develop speaking skills to become a leader
• Keys to success
• Develop strong hooks
• Find additional opportunities to present
• Be able to identify your specific purpose

12
2
Presenting to Inform
12
2
• Backed by facts
• Definitions
• Examples
• Statistics
• Quotes
• Objective
• Ethos and Logos
• Level of audience knowledge
• Incorporate Supporting Material
• General Purpose – to inform
• Analyze audience/context
• Intro/Conclusion
• Clear and easy to follow

12
3
Speaking to Persuade
12
3
• Ethos, Logos, and Pathos
• General Purpose – to persuade
• Analyze audience/context
• Intro/Conclusion
• Clear and easy to follow
• Entire speech persuasive/not opinion
• Backed by credible evidence
• Present based on audience/context
• Persuasive speeches use all three of
Aristotle’s appeals – ethos, logos, pathos
• Persuasive speeches advocate or present an
argument
• Passive agreement ― trying to get audience
to agree or disagree with a position
• Active agreement or call to action – trying to
persuade audience to take action

12
4
Ethos, Pathos, Logos
12
4
• Ethos - Your credibility as a presenter &
the credibility of your information
• Your expertise
• Cite sources
• Find common ground
• Pathos – Emotional Appeal
• Select words with strong emotional
or implied meaning
• Argue like an attorney
• Logos - Words of
presentation in context of
organization and info
• Organization of
presentation
• Is it supported?
• Grammar/Punctuation,
etc.

12
5
Types of Reasoning
12
5
• Inductive Reasoning
• Use examples/info to
generalize
• Deductive Reasoning
• General info to specific
conclusion
• Casual Reasoning
• Cause and effect relationship
• Analogical Reasoning
• Reasoning from analogies
• Cognitive Dissonance
• Two ideas that contradict each
other
• Reduce or resolve contradiction

12
6
Homework
12
6
• Fix up Sales Pitch #1 PPT
• Prepare for Sales Pitch #1 on Wednesday

12
7
CO 225-50
3/11/19 Agenda

12
8
Work-Life Balance
C H A P T E R 1 4
12
8

12
9
Agenda
• Work-Life Balance
• Importance of Work-Life Balance
• Burnout
• Triggers
• Achieving Work-Life Balance
• Personality Types
12
9

13
0
Work-Life Balance
13
0
• Balance fosters better
relationships at home and
at work and is necessary to
sustain professional
excellence
• line or division between
work and life
• Family, work, and
community
• Defined as boundary between
work and life
• Lack of work-life balance can lead
to negative communications
• Work-life balance occurs when we
are successful at navigating the
role-related expectations between
the individual and his or her
partners in work, family, and
community

13
1
Importance of Work-Life Balance
13
1
• Avoid burnout
• Greater control over working life
• Have the time to focus on life outside work
• Don’t bring problems from home and vice versa
• Shown loyalty and commitment
• Have improved self-esteem, health, concentration, and confidence
• Have better relations with management
• Feel a greater responsibility and sense of ownership

13
2
Importance of Work-Life Balance
to Employers
13
2
• Employee retention – getting
employees to continue working
for the same company
• Employee attrition – the loss or
turnover of employees to other
jobs and industries perceived as
having healthier workplace
cultures
• Maximized available labor
• Reduced costs
• Retaining valued employees
• Reputation of being an employer of
choice
• Reduced absenteeism
• Increased productivity
• Attracting a wider range of
candidates, such as older, part-time
workers
• Making employees feel valued

13
3
Burnout
13
3
• Burnout is caused by:
• Same work with little variation
• Giving a lot and getting little
thanks back
• No sense of accomplishment or
meaning in work
• Under constant pressure to
produce, perform, and meet
unrealistic deadlines
• Working with difficult people
• Conflict and tension among workers
and abundance of criticism
• Lack of trust between supervisors and
workers
• No opportunities for personal
expression or growth
• Unrealistic demands on time and
energy
• Having jobs that are both personally
and professionally taxing without
opportunity for continuing training and
growth
• Unresolved personal conflicts beyond
the job situation

13
4
Triggers
13
4
• Experience
• Personality
• Angry Customers and
Clients
• Workplace Bullying
• Workplace Mobbing
• Life Demands
• Health
• Find Balance:
• Say No
• Grow Emotional Intelligence
• Develop Time Management Skills
• Organize with Technology
• Take a Vacation
Different personality types react differently
• Imbalance can negatively influence the way you
communicate
• Angry customers and/or co-workers
• Workplace bullying
• Mobbing
• Life demands

13
5
Achieving Work-Life Balance
13
5
• Step away from the e-mail, Leave work at work, Set your own rules
• Avoiding burnout
• Have control of your life
• Know your personality type
• Set priorities
• Emotional intelligence
• Time Management
• Use technology to help
• Take vacations

13
6
Personality Types
13
6
Type A
• Highly competitive,
driven, focused on time
and deadlines,
aggressive, find it difficult
to relax
• Get a lot done but have
difficulty finding work-life
balance
Type B
• Laid back, easygoing,
don’t find it difficult to
relax
• Leads to procrastination
and last-minute pushes to
finish projects
Type AB
• combination of both types

13
7
In-Class Exercise
13
7
• Take out a piece of paper
• Write down the major time consuming aspects of
your life: school, work, gym, driving, etc.
• List the average amount of time each week you
spend on these aspects
• Think about how much time you WANT to be
spending on aspects of your life: include relaxing at
home by yourself, relaxing with family, etc. if not
included above
• Write down 5 ways in which you are going to get
from your current work-life balance to your ideal
work-life balance
• Hand in for today’s participation grade

13
8
CO 225-50
3/13/19 Agenda

13
9
Technology in the
Workplace
C H A P T E R 8
13
9

14
0
Agenda
• Pros and Cons
• Computer Mediated Communication
• Tech Channels/Security Issues
• Homework
14
0

14
1
Pros and Cons
14
1
Positives:
• Easier to communicate
• Time Management
• Working with virtual
teams
• Not a barrier to
communication
• Can be assessed and
shared
Negatives:
• Record of Communication
• Security Issues
• May Be Inappropriate in a certain
setting
• Employee Surveillance
• Time Management
• Information Overload - three main
types: email forwarding, SPAM,
and Phishing
• Electronic Aggression

14
2
Computer Mediated Communication
14
2
• Communication Using Technology is Computer-Mediated Communication
(CMC)
• Virtual work teams accomplish traditional tasks using CMC
• Virtual teams save time and money
• Technology should not be a barrier to effective communication

14
3
Tech Channels/Security Issues
14
3
• CHANNELS:
• E-mail
• Applications
• Skype
• Webex
• Zoom
• SECURITY ISSUES:
• Spying
• Monitoring
• Can’t delete
• Theft

14
4
Homework
14
4
• Final LinkedIn Profile

14
5
CO 225-50
4/1/19 Agenda

14
6
Workplace Conduct
I N S T R U C T O R A D D E D C O N T E N T
14
6

14
7
Agenda
• Respectful Workplace
• Culture
• Toxicity
• Professionalism
• Homework
14
7

14
8
Respectful Workplace
14
8
• A respectful workplace is one where all employees
• are treated fairly
• difference is acknowledged and valued
• communication is open and civil
• conflict is addressed early
• there is a culture of empowerment and cooperation

14
9
Respectful Workplace Cont.
14
9
• The respectful workplace requires you to treat people well
• Understand the following concepts:
• Diversity
• Sexual Harassment
• Ethics
• Code of Conduct of Organization
• Human Resources provided documentation
• State Law
• Federal Law
• Norms of the organization and job field

15
0
Understanding Culture
15
0
• Remember Googliness?
• Any place you work will have a specific culture associated with it
• Culture:
• Can differ from company to company
• Is largely perceived
• Can be difficult to explain to others, but people employed in organization know the
culture
• Culture within may be different from outside perception

15
1
Toxicity
15
1
http://www.approachablelawyer.com/html/blob.php?attach=false&documen
tCode=2017&filetypecode=4&elementId=11362

15
2
Toxicity Example
15
2

15
3
Professionalism
15
3
https://peterstark.com/wp-
content/uploads/2015/03/professionalism_1000.jpg

15
4
Unprofessionalism Example
15
4

15
5
Homework
15
5
• Start working on Sales Pitch #2
PPT
• PPT is due Sunday night
• Sales Pitch #2 is next Monday;
week from tonight
• Requires research/planning
• Check eCampus for BBQ Bib Quiz
Q’s for Wednesday

15
6
CO 225-50
4/3/19 Agenda

15
7
Job Transitioning
I N S T R U C T O R A D D E D C O N T E N T
15
7

15
8
Agenda
• BBQ Bib Quiz
• Building Popularity
• Changing Roles
• Types of Job Transition
• Dealing with Transition
• School to Work
• Too Good To Be True
• Homework
15
8

15
9
Building Popularity
15
9

16
0
Building Popularity
16
0
Cole & Dylan
in “Big Daddy”
Cole & Dylan in “Friends” Living the “Suite Life” As Adults

16
1
Changing Roles
16
1

16
2
Types of Job Transitions
16
2
• Termination – you’re fired
• Laid-off – you’re fired, but small chance you could be back
• Quitting/Resigning – you leave on your terms for a variety of reasons
• Relocation – you leave on your own terms or potentially due to a transfer to another
location

16
3
Dealing with Termination or Being Laid Off
16
3
• These Job Transitions aren’t ones you wanted, so how do you deal with
them:
• Know being re-hired is very unlikely barring something illegal had occurred
• Career Counseling
• Temp Agencies
• Unemployment Office’s “Retraining Center”
• Revise Resume & Cover Letter
• Apply for new jobs
• Consult with friends, family, and former co-workers

16
4
Dealing with Leaving on Your Own Terms
16
4
• In some cases you change jobs because you want to
• Have $ saved
• Have confidence
• Exhibit the skills you believe will make you successful elsewhere
• Visit employment sites like Monster for tips
• Have a plan
• Have a plan B
• Have a plan C
• Consider Entrepreneurship/Small Business Management
• If relocating, ask why, you may find you’re an asset that could be better used
elsewhere

16
5
School to Work
16
5
• The Bureau of Labor Statistics (2016) reported that employees change jobs
every 4.2 years; potentially 10 to 15 job changes of your lifetime
• Understand your degree won’t define your job
• Bachelor’s is the new High School diploma
• Have someone else pay for advanced degrees
• Brand yourself – cover letter, resume, personal website, social media, etc.
• Experience – internships, volunteer work, job shadowing, etc.
• Most jobs are looking for college graduates with 5+ years experience for entry level jobs
• Ask for help – professors, parents, friends, Career Center, etc.
• Prep for transition

16
6
Too Good To Be True
16
6

16
7
In-Class Exercise
16
7
• Break into groups of 3 or 4 based on where you’re sitting
• Think about your current position
• Think about what job you want in life that will lead to self-actualization
• Have your group ask you questions to help you determine if you’re overlooking
anything
• Take out a piece of paper and draw stepping stones you will use to get to the dream
job

16
8
Homework
16
8
• Sales Pitch #2
• Make sure PPT is submitted on
time
• Will be reviewed very quickly
• Check email Sunday night/Monday
to fix up errors
• Sales Pitch #2 is presented
Monday; expect Questions!!!!!

16
9
CO 225-50
4/10/19 Agenda

17
0
Leadership and Conflict
Management
C H A P T E R 1 0
17
0

17
1
Agenda
• What is Leadership?
• Power
• Managerial vs. Leadership Power
• Leadership Theories
• Types of People Who Create Conflict
• Public Image
• In Class Exercise
• Homework
17
1

17
2
What is Leadership? In an Image
17
2
https://conorneill.files.wordpress.com/2016/11/leadership.png

17
3
What is Leadership? In Words
17
3
• Leadership qualities are debated
• Leadership used to be viewed solely as certain traits such as
charisma or job title
• Physical traits, social background traits, social traits, personality
traits, and task related traits also played a role
• Now leadership is viewed as a collaborative relationship of mutual
influence and common purposes

17
4
Power
17
4
• Legitimate power – based on position of authority
• Coercive power – negative reinforcement
• Reward power – positive reinforcement
• Expert power – because of expertise in a given field
• Referent power – given in exchange for positive feelings toward you
• Connection power – because of connection with someone with power

17
5
Managerial vs. Leadership Power
17
5
• Managerial
Power –
represents
legitimate power
from having the
title of manager
•Leadership
Power –
represents a
variety of types
of power

17
6
Leadership Theories
17
6
Broad Categories:
• Authoritative style –
leader makes all the
decisions with little input
from team
• Laissez-faire style –
team makes the decisions
with little input from the
leader
• Democratic style –
leader follows will of team
Behavioral Theories:
• Theory X – managers view
employees as lacking
motivation, prefer being
told what to do, and
disliking work
• Theory Y – managers view
employees as responsible,
motivated by goals, want to
work, organizations don’t
use employees to their full
potential

17
7
Leadership Theories Cont.
17
7
The Managerial Grid
• Impoverished Manager – low concern
for people and the task
• Country Club Manager – high concern
for people and low concern for the task
• Authoritative Manager – low concern
for people and high concern for the task
• Middle-of-the-Road Manager – a
moderate level of concern for people and
the task
• Team Manager – high concern for
people and the task
• SITUATIONAL LEADERSHIP

17
8
Leadership Theories Cont.
17
8

17
9
Situational Leadership
17
9
•Situational Leadership Theory considers maturity and
readiness
•Contingency Theory - no best way
•Consider relationship, structure, and power

18
0
Transformational Leadership
18
0
Transformative leaders:
• Articulate a goal or vision to an organization
• Inspire followers to make that vision a reality
• Lead the organization to move beyond personal interests
for the good of the organization

18
1
What Do Effective Leaders Do?
18
1
• Follow Up
• Follow Through
• Communicate
• Diffuse Issues
• Feedback
• Accountability
• Motivation

18
2
Leadership and Hiring
18
2
• Leaders should be involved in all
hiring decisions, pay attention to
needs, and those who fit the
needs
• Leaders should be open about
what the company has to offer
• During an interview leaders are
prepared, professional, and
make the interviewee feel
relaxed
• Leaders make sure new employees
are properly trained and have
resources necessary to complete all
job duties
• Effective leaders follow up with new
employees to make sure they are
successful in their tasks and so they
can acknowledge their successes
• Provide feedback
• Hold them accountable
• Be specific and clear

18
3
Giving Feedback
18
3
Goal-Setting Theory –
• Idea that developing and
setting goals for the
team is more effective
and motivating than
setting goals for
individual members
• Enacting Consequences – Firing
• Use scripting – mentally rehearsing
what you will say
• Difficult but sometimes necessary
• No reason to feel guilty if all the steps
to help employee have been taken
• Sociopaths are a concern – only 1 in
25

18
4
People Are Difficult
18
4
• Bully – uses aggression and anger
• Sniper – adds comments in meetings to
hurt others
• Drama Queen – creates drama using
gossip, arguments, and grudges
• Slacker – finds any excuse not to work
• Vampire – is happy, but others end up
doing the work
• Roadblock to change – doesn’t like
change and refuses to carry out changes
in duties
• Distractor – leads team on tangents
• Patient – brings personal problems to
work
• Team Player – completes tasks,
agreeable, dependable
• Star – like Team Player but takes on extra
duties

18
5
Public Image
18
5
• Public Image – impression you give or present to others verbally and
nonverbally
• Public Image you present should be that of a leader with professional
excellence
• Impression Management - directing impression
• Don’t try to create a false impression
• If you want to be viewed as a leader, act and dress like a leader

18
6
In-Class Exercise
18
6
• Take out a piece of paper
• Using the information presented on slides 4 through 12 determine what
leadership style you would use
• Using the information presented on slide 16 determine which personal
role you commonly fall under
• Describe in a sentence or two if your leadership style is in agreement with
your personal role or if it is contradictory
• Describe what you want your public image to be
• Describe in a sentence or two if your public image matches your
leadership style

18
7
Homework
18
7
• Sales Pitch #2 Reflection
• Presentation #3 PPT
• Make sure PPT is submitted on time
• Will be reviewed very quickly
• Check email Sunday night/Monday to
fix up errors
• Presentation #3 is presented Monday

18
8
CO 225-50
Final Exam
Review

18
9
Take Home MC Section of Final Exam
• 50 Multiple Choice Questions on eCampus [Quiz in Final Exam
folder] THIS QUIZ IS AUTOGRADED
• 61 Questions and Answers are presented from slides 3 through 63;
50 of them are on the exam
• Best piece of advice is to go somewhere and print this PPT to use

19
0
What does KEYS stand for?
• Know yourself, Evaluate the professional context, Your
communication interaction occurs, & Step back and reflect

19
1
What is workplace professionalism?
• acting appropriately in a workplace environment; includes attire,
attitude, and language

19
2
How does workplace culture influence conduct?
• culture starts at the top of an organization and new employees
follow the conduct they see

19
3
What is required to know to have a respectful workplace?
• understanding of laws, ethics, and proper treatment of individuals

19
4
What is a respectful workplace?
• one where all employees are treated fairly, difference is
acknowledged and valued, communication is open and civil, conflict
is addressed early, there is a culture of empowerment and
cooperation

19
5
What is workplace toxicity?
• an uncomfortable work environment usually caused by inappropriate
actions of individuals or a group which can influence the entire
workplace

19
6
What can change the meaning of a message?
• tone and inflection

19
7
What are generational differences?
• differences in understanding the same concept/situation based on
generation an individual was born into

19
8
What types of reasoning exist?
• Inductive, casual, deductive, & analogical

19
9
What is your public image?
• Impression you give or present to others verbally & nonverbally

20
0
What is cultural competence?
• Level of knowledge a person has about others who are different

20
1
What can be used to evaluate a team decision?
• decision matrix

20
2
What does a team achieve?
• mutually defined goals

20
3
What is a distractor?
• Leads team on tangents

20
4
What do warriors do?
• Develop & carry out the plan

20
5
What is the majority rule approach?
• Team members cast a vote for the solution

20
6
What is context apprehension?
• fear of communicating in certain contexts

20
7
What is the grapevine?
• primarily gossip and misinformation spread by an unreliable source

20
8
What is message clarity?
• Specific language with precise references

20
9
What is general distortion?
• Message has been changed

21
0
What is gatekeeping?
• Some information is withheld

21
1
What technology can distract you from work-life balance?
• e-mail

21
2
How have Google & YouTube helped you in this course?
• resume templates, cover letter templates, and video resume
examples

21
3
What are add-ons to a presentation?
• visual enhancements to the presentation, such as pictures or videos

21
4
What is electronic aggression?
• Aggressive emotion-filled messages

21
5
What is communication using technology?
• Computer-Mediated Communication (CMC)

21
6
What is the most important thing to do before an interview?
• research/prepare

21
7
What do resumes do?
• get you in the door for an interview

21
8
What are three job search strategies?
• Search for any job, search for current qualifications, and search for
future qualifications

21
9
When do job negotiations begin?
• Once job is offered

22
0
Which is required at the beginning of an interview?
• Firm handshake

22
1
What are the two types of speeches?
• Informative & persuasive

22
2
What are two common behavioral theories?
• Theory X & Theory Y

22
3
Which two responses occur to handle conflict?
• Fight or flight

22
4
What is involved in the Applying stage of the job-seeking
process?
• Developing resumes & cover letters

22
5
Which types of noise are barriers to listening?
• External & Internal

22
6
What are the 3 personality types?
• Type A, Type B, & Type AB

22
7
Which are leadership theories/styles?
• Situational, contingency, transformational

22
8
What three issues contribute to information overload via
technology?
• E-mail forwards, SPAM, Phishing

22
9
What can cause a poorly run meeting?
• Lack of agenda, too length, or wrong participants

23
0
How can interviews occur?
• Telephone, videoconferencing, face-to-face

23
1
What are 6 types of listening styles?
• active, people oriented, action oriented, content oriented, time
oriented, informational

23
2
What are the 6 parts of the communication process?
• sender, encoding, channel, decoding, receiver, feedback

23
3
What are 6 general types of power?
• Legitimate, coercive, reward, expert, referent, connection

23
4
What are the 6 stages of the job-seeking process?
• Exploring, researching, applying, interviewing, following up, &
negotiating

23
5
What are the 6 steps of the HURIER model?
• Hearing, understanding, remembering, interpreting, evaluating, &
responding

23
6
What is haptics?
• Touch

23
7
What is proxemics?
• Space

23
8
What are 5 management styles?
• Impoverished, country club, authoritative, middle-of-the-road, &
team

23
9
What are the 5 stages of Team Development?
• Forming, storming, norming, performing, & adjourning

24
0
What are the steps of Dewey’s reflective thinking process?
• Describe & analyze problem, generate possible solutions, evaluate
solutions, decide on solution, and plan how to implement solution

24
1
What is cognitive dissonance?
• Holding two contradictory ideas

24
2
What is pathos?
• Emotional appeal

24
3
What is logos?
• Words of presentation in context of organization & supporting info

24
4
What is ethos?
• Credibility as presenter & credibility of info

24
5
What are norms?
• Unwritten rules of behavior that influence our behavior in the
workplace

24
6
What is jargon?
• Organizational/field specific language

24
7
Communicating with supervisors can be done in what two
ways?
• Ingratiation & advocacy

24
8
What are the two types of communication rules?
• Regulative & Constitutive

24
9
What % of communication are nonverbal symbols?
• 65 % to 93%

25
0
What is communication bravado?
• Perceiving communication as effective, while others perceive it as
ineffective

25
1
Take Home SA Section of Final Exam
• 10 Essay/Short Answer Questions [separate quiz on eCampus in
Final Exam folder] THIS QUIZ IS MANUALLY GRADED
• 3 Extra Credit Essay/Short Answer Questions [submit as a Word
document on eCampus] THIS IS MANUALLY GRADED

25
2
Explain the components of the communication model.
• Use slides 8, 9, and 10 in the 1-28-19 Agenda PPT to construct your
answer
• Describe the components in order based on the visual aids

25
3
Compare & contrast verbal & nonverbal communication.
• Use slide 5 in the 2-13-19 Agenda PPT to construct your answer

25
4
Define the HURIER model & explain how it can improve
listening.
• Use slide 13 in the 2-13-19 Agenda PPT to construct your answer
for the first half of the question
• Use these definitions to construct and answer to the second half of
the question; will vary by person

25
5
Discuss the 6 stages of the job-seeking process.
• Use all slides in the 1-30-19 Agenda PPT to construct your answer

25
6
Consider diversity, interpersonal communication, & technology in the workplace
& explain the roles they may play in your work behavior.
• Answers should vary on this question
• Discuss all three concepts and tie them to your work behavior

25
7
Discuss the differences between thank-you letters, press
releases, & email communication.
• Use slides in the 2-6-19 Agenda PPT to construct your answer;
consider all aspects of written communication and what each of
these accomplishes

25
8
Discuss various types of power.
• Use slides 6 and 7 in the 4-10-19 Agenda PPT to construct your
answer

25
9
Explain the role ethos, logos, & pathos play in persuasive
speeches.
• Use slides in the 3-4-19 Agenda PPT to construct your answer
• Also consider aspects from the 2-4-19 Agenda PPT related to
Speech Design

26
0
Explain how "triggers to imbalance" in work-life balance influence the imbalance
& how they can be avoided.
• Use slides 4 through 9 in the 3-11-19 Agenda PPT to construct your
answer

26
1
Explain the Second Act concept obtaining to job transitions.
• 2nd act refers to changing jobs after being at one job for a long
period of time

26
2
Explain what body language is. Give 3 examples.
• Response will vary by person
• THIS IS AN EXTRA CREDIT QUESTION

26
3
Describe the advantages and disadvantages of a hand-
written thank you note to an interviewer.
• Use slides 7 and 9 in the 2-6-19 Agenda PPT to construct your
answer

26
4
Define job transitioning. Discuss the importance of
understanding job-transitioning processes.

1-23-19 Agenda.pptx

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1-23-19 Agenda.pptx