BSAD 340 Spring 2017 - CH 8
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The document discusses the employment process, including preparing employment messages, applying for jobs, and performance reviews. It provides steps for conducting a self-inventory, analyzing the audience and job market, drafting a resume and cover letter, interviewing, following up, and providing and receiving performance feedback. Key aspects include identifying relevant skills and experience, tailoring materials to the specific job and company, properly conducting oneself during the interview, following up with a thank you, and having constructive discussions during performance reviews.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Marketing Implementation and Control
9
C H A P T E R
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The process of executing the marketing strategy by creating and performing specific actions that will ensure the achievement of the firm’s marketing objectives
Intricately tied to the marketing strategy. Both must be done well to achieve the firm’s objectives.
All firms have two strategies
Intended strategy – What the firm wants to happen
Realized strategy – The strategy that actually takes place
Marketing Implementation
2
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interdependency
Implementation depends on strategy; strategy depends on implementation
Evolution
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There is no single, correct way to implement a strategy.
Separation
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The Link Between Planning and Implementation
3
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Separation of Planning and Implementation (Exhibit 9.1)
4
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Forget for a moment that planning the marketing strategy is equally as important as implementing the marketing strategy. What arguments can you make for one being more important than the other? Explain your answers.
5
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Marketing Strategy
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The “glue” of successful implementation
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Systems and Processes
Work activities that absorb inputs to create information and communication outputs that ensure the firm’s operation
The Elements of Marketing Implementation
6
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resources
The firm’s tangible and intangible assets that can be used to implement the marketing strategy
People (Huma ...
Communication, Coaching, and Conflict SkillsChapter 6Part Tw.docx
Communication, Coaching, and Conflict Skills
Chapter 6
Part Two: Team Leadership
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1
Learning Outcomes
List the steps in the oral message-sending process.
List and explain the three parts of the message-receiving process.
Describe paraphrasing and state why it is used.
Identify two common approaches to getting feedback, and explain why they don’t work.
Describe the difference between criticism and coaching feedback.
Discuss the relationship between the performance formula and the coaching model.
Define the five conflict management styles.
List the steps in the initiating conflict resolution model.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2
Communication and Leadership
Communication is the process of conveying information and meaning.
True communication happens only when all parties understand the message (information) from the same perspective (meaning).
Communication and leadership.
There is a positive relationship between communication competency and leadership performance.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Sending Messages and
Giving Instructions
Managers send a message when instructing.
How well you give instructions directly affects performance.
Plan your message before sending.
The oral message-sending process: (1) develop rapport; (2) state your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up. See Model 6.1.
Written communication.
Lack of organization is a major problem.
Write to communication, not to impress.
Edit your work and rewrite if needed.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Receiving Messages
The message-receiving process includes listening, analyzing, and checking understanding. See Exhibit 6.1.
Listening is the process of giving a speaker you undivided attention.
#1 thing lacking in new college grads is listening skills.
Analyzing is the process of thinking about, decoding and evaluating the message.
Checking understanding is the process of giving feedback.
6 - ‹#›
© 2016 Cengage Le ...
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certificate
This certificate confirms that Hatem Ali successfully completed a 1 hour online course through HP LIFE on effective leadership. The course explored using different leadership approaches to be an effective leader and how to use software to better communicate and collaborate with employees, partners, and customers. The certificate was presented by Nate Hurst, Sustainability Innovation Officer at HP Inc. on October 7, 2016.
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Individual Organization Relations and RetentionCHAPTER 514e.docx
Individual/ Organization Relations and Retention
CHAPTER 5
14e
Human Resource
Management
Robert L. Mathis | John H. Jackson | Sean R. Valentine
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Learning Objectives
Discuss four different views of motivation at work
Explain the nature of the psychological contract
Define the difference between job satisfaction and engagement
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Learning Objectives
Identify a system for controlling absenteeism
Describe different kinds of turnover and how turnover can be measured
Summarize the ways of managing retention
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Individual Performance Factors
Individual’s ability to do the work
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Performance (P) = Ability (A) x Effort (E) x Support (S)
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Figure 5.1 - Components of Individual Performance
© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Motivation: Desire within a person causing that person to act
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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Need theory
Maslow classified human needs into five categories
Physiological needs
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© 2014 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
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The document discusses elements of written communication such as planning and developing messages, revising for coherence and flow, and revising for style and tone. It covers topics like the parts of a message, persuasive messages, dealing with resistant audiences, reports and proposals, using visuals, and tips for submitting messages. The overall focus is on tactical elements to consider when crafting written business communications.
BSAD 340 Spring 2017 - CH 11
This document discusses strategic organizational communication. It covers models of strategic communication including linear, adaptive, and interpretive models. It also discusses strategic internal communication, the communication audit process, developing an internal communication plan, strategic external communication including public relations, investor relations, and issues management. Additionally, it addresses risk and crisis communication, handling the news media, and communicating with the press during a crisis.
Chapter 11 human resources
This chapter discusses attracting and retaining employees. It covers the major components of human resource management including planning, job analysis, recruiting, selection, orientation, compensation, benefits, training and development. Specific topics include cultural diversity, types of compensation, analyzing training needs, and common training methods. The overall goal of HRM is to acquire, maintain and develop an organization's human resources.
BSAD 340 Spring 2017 - CH 10
The document discusses teams and team dynamics. It covers the five dysfunctions of teams, different types of team roles, stages of group development, sources of influence and conflict within teams, and strategies for resolving conflict and improving team performance such as setting goals. It also discusses team leadership.
UCLA Individual Pay Discussion.docx
The document discusses training, talent management, and career development within organizations. It covers identifying training needs, designing and delivering training programs, evaluating their effectiveness, and ensuring the transfer of skills to the job. It also discusses talent management processes like succession planning, developing a talent pipeline, and individual career planning. The goal is to enhance employee skills, performance, and retention while also improving organizational effectiveness, productivity, and competitiveness.
Marketing Implementation and Control 9C H A P T E R© 201.docx
Marketing Implementation and Control
9
C H A P T E R
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The process of executing the marketing strategy by creating and performing specific actions that will ensure the achievement of the firm’s marketing objectives
Intricately tied to the marketing strategy. Both must be done well to achieve the firm’s objectives.
All firms have two strategies
Intended strategy – What the firm wants to happen
Realized strategy – The strategy that actually takes place
Marketing Implementation
2
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interdependency
Implementation depends on strategy; strategy depends on implementation
Evolution
Planning and implementation must evolve over time because environmental factors constantly change.
There is no single, correct way to implement a strategy.
Separation
While planning is often done at the top of the organizational hierarchy, implementation occurs at the frontline of the firm.
The Link Between Planning and Implementation
3
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Separation of Planning and Implementation (Exhibit 9.1)
4
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Forget for a moment that planning the marketing strategy is equally as important as implementing the marketing strategy. What arguments can you make for one being more important than the other? Explain your answers.
5
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Marketing Strategy
How the firm plans to meet its goals and objectives
Shared Goals and Values
The “glue” of successful implementation
Marketing Structure
Formal lines of authority; how the firm is organized
Centralization vs. decentralization
Systems and Processes
Work activities that absorb inputs to create information and communication outputs that ensure the firm’s operation
The Elements of Marketing Implementation
6
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resources
The firm’s tangible and intangible assets that can be used to implement the marketing strategy
People (Huma ...
Communication, Coaching, and Conflict SkillsChapter 6Part Tw.docx
Communication, Coaching, and Conflict Skills
Chapter 6
Part Two: Team Leadership
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
1
Learning Outcomes
List the steps in the oral message-sending process.
List and explain the three parts of the message-receiving process.
Describe paraphrasing and state why it is used.
Identify two common approaches to getting feedback, and explain why they don’t work.
Describe the difference between criticism and coaching feedback.
Discuss the relationship between the performance formula and the coaching model.
Define the five conflict management styles.
List the steps in the initiating conflict resolution model.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2
Communication and Leadership
Communication is the process of conveying information and meaning.
True communication happens only when all parties understand the message (information) from the same perspective (meaning).
Communication and leadership.
There is a positive relationship between communication competency and leadership performance.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Sending Messages and
Giving Instructions
Managers send a message when instructing.
How well you give instructions directly affects performance.
Plan your message before sending.
The oral message-sending process: (1) develop rapport; (2) state your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up. See Model 6.1.
Written communication.
Lack of organization is a major problem.
Write to communication, not to impress.
Edit your work and rewrite if needed.
6 - ‹#›
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Receiving Messages
The message-receiving process includes listening, analyzing, and checking understanding. See Exhibit 6.1.
Listening is the process of giving a speaker you undivided attention.
#1 thing lacking in new college grads is listening skills.
Analyzing is the process of thinking about, decoding and evaluating the message.
Checking understanding is the process of giving feedback.
6 - ‹#›
© 2016 Cengage Le ...
Human Resource Management chapter 1 by Person
This document discusses the importance of human resource management (HRM) for organizations. It outlines the primary functions of HRM as staffing, training and development, performance management, compensation and benefits, health and safety, and employee relations. Effective HRM systems help organizations meet goals, adapt to change, and increase employee engagement. HRM is a responsibility of HR professionals, managers, employees, and sometimes external partners. Understanding HRM principles is important for career success in management.
COM 620 Module 2
This document discusses persuasive communication and analyzing audiences. It covers the four main purposes of communication: to inform, persuade, convey goodwill, and establish credibility. It provides models for persuasion and advocacy. It also discusses how to build credibility, the importance of networking, and analyzing audiences in terms of demographics, values, beliefs, knowledge, interests, and concerns in order to effectively communicate with different groups.
CH 14 BSAD 310 Fall 2019
This document outlines the key learning outcomes of a chapter on managing and enhancing performance at different organizational levels. It discusses how training, development, job redesign, alternative work arrangements, and incentive pay programs can improve individual and firm-level performance. It also describes techniques for performance management, evaluating enhancement programs, and considerations for human resources in light of world events.
Chapter 7Training and DevelopmentCopyright ©2016 Cengage
The document discusses training and development in organizations. It covers the scope of training, including the difference between training (focused on short-term performance) and development (broadening skills for the future). It describes conducting a needs assessment, designing training programs, delivery methods like on-the-job training and e-learning, and evaluating training effectiveness. Additional topics covered include orientation, ethics training, and developing performance management systems.
CH 7 BSAD 310 Fall 2019
This document outlines the key topics to be covered in Chapter 7, which includes recruiting, selecting, training, and developing employees. It will describe the recruiting process, the steps in employee selection, popular selection techniques, ensuring reliability and validity in selection, and how organizations train and develop new employees. The chapter will cover internal and external recruiting methods, criteria used for selection, how to assess training needs, and different training techniques organizations can use.
Du brin chapter 05_8e_ppt
This chapter discusses contingency and situational leadership theories. It provides an overview of several models of situational leadership including Fiedler's contingency theory, House's path-goal theory, Hersey and Blanchard's situational leadership theory (SLII), and Vroom and Jago's normative decision model. These theories propose that leadership style should depend on situational factors like employee readiness, task structure, and decision characteristics. The chapter also evaluates the strengths and limitations of each approach.
MidTerm Assessment Business ModelsThe business model canvas is
MidTerm Assessment | Business Models
The business model canvas is made up of nine parts that, together, end up describing the business model. A business plan shouldn’t be created until this has been done because you need to know what your business model is before you can really create a business plan (Osterwalder et al., 2010). The textbook goes into detail on the aspects of every section of a business model. Supporting statements from research are required and must be cited in APA Format. See grading rubric before starting the assessment.
INSTRUCTIONS: Create a business model for an established business using the template shared in the textbook. You can use a business from the PESTEL Analysis list and/or a business of your own choice. Business choices are listed below:
UBER https://www.uber.com/en-JM/blog/ (Links to an external site.)
Ring https://latam-es.ring.com/pages/doorbells (Links to an external site.)
Green Thumb https://www.gtigrows.com/brands/overview (Links to an external site.)
TESLA https://www.tesla.com/
The required sections that must be included in your Business Model are listed below. DUE: Thursday, March 3rd by end of day.
KEY PARTNERS
KEY ACTIVITIES
KEY RESOURCES
VALUE PROPOSITIONS
CUSTOMERS
CHANNELS
CUSTOMER SEGMENTS
COST STRUCTURE
REVENUE STREAMS
MidTerm Assessment
MidTerm Assessment
Criteria
Ratings
Pts
This criterion is linked to a Learning OutcomeAccuracy of Content
The content developed in each category is an accurate description of the respective section.
30 to >24.0 pts
Full Marks
24 to >14.0 pts
Partial Points
14 to >0 pts
Low Marks
30 pts
This criterion is linked to a Learning OutcomeCompletion of Content
All section in the required outline were included and completed with a substantial amount of relevant information.
25 to >19.0 pts
Full Marks
19 to >10.0 pts
Partial Points
10 to >0 pts
No Marks
25 pts
This criterion is linked to a Learning OutcomeFormat and Organization
The business model is organized and formatted professionally.
10 to >7.0 pts
Full Marks
7 to >3.0 pts
Partial Points
3 to >0 pts
Low Marks
10 pts
This criterion is linked to a Learning OutcomeEvidence of Research in APA Format
Multiple (3 - 6) credible resources were used throughout the text and cited according to APA Format guidelines. This includes proper in-text citation and full citations in a reference list.
20 to >15.0 pts
Full Marks
15 to >7.0 pts
Partial Points
7 to >0 pts
Low Marks
20 pts
This criterion is linked to a Learning OutcomeGrammar
Correct grammar, sentence structure, and spelling.
15 to >14.0 pts
Full Marks
14 to >5.0 pts
Partial Points
5 to >0 pts
Low Marks
15 pts
Total Points: 100
CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected websi ...
Daft11ePPT_Ch01.pptx
Quản trị học của thầy Hưng. Dạy những kiến thức liên quan đến môn Quản Trị Học tại trường Đại học Kinh tế TP.HCM
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sdfghjkjdsaASDFGHJKLKJHGFDSASDFGHJKJHGFDSASERTYHUJKIUYT
COM 620 Module 5
The document discusses various topics related to communicating with employees, including interpersonal communication in the workplace, interpersonal styles like avoidance and aggressiveness, how to be more assertive, nonverbal communication cues, effective listening techniques, motivating employees, communicating change, and leading change. It provides guidance on how to analyze contexts, design communication strategies, develop implementation tactics, articulate plans, be a team player, adapt messages to culture and overcome resistance when leading and communicating change.
COM 620 Module 9
The document discusses teams and group dynamics. It covers topics like the five dysfunctions of a team, group roles, stages of group development, sources of influence within groups, and strategies for improving group performance. Conflict resolution styles and team leadership are also mentioned. The document appears to be from a chapter that focuses on communicating in and leading teams.
Griffin11ech01 150122062422-conversion-gate01
Here are a few steps you could take as the new manager:
1. Schedule introductory meetings with each employee to learn about their roles and responsibilities, goals, and any ongoing projects or issues.
2. Meet with the previous manager to get a comprehensive overview of department operations, priorities, budgets, and any other important contextual information.
3. Observe group interactions and workflows for a period before initiating any changes to better understand the existing culture and dynamics.
4. Establish an open door policy and listen to employee feedback to identify opportunities for improvement from their perspectives.
5. Develop a transition plan with clear short-term goals and metrics to evaluate early progress and success in the new role.
The key
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MidTerm Assessment Business ModelsThe business model canvas is
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Ch 2
This chapter discusses the budget cycle process, which includes executive preparation, legislative approval, budget execution, and audit/evaluation phases. It identifies the key individuals involved in each phase, such as the chief executive who sets policy priorities, budget officers who analyze spending requests, and agency directors who submit budget justifications. The chapter also contrasts political versus technical approaches to defending a budget proposal and emphasizes presenting spending requests that align with organizational goals and priorities.
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Grammarly Registration & Use Instructions
Grammarly is a free premium tool for SUNY Canton students to check assignments for grammar, spelling, and plagiarism errors before submission. Students should create a Grammarly account with their school email for access. When using Grammarly, students should upload their document, verify they have the premium version, and attach a screenshot of the Grammarly summary to their assignment file.
BSAD 372 - CH 10
This document discusses managing digital business transformation and growth hacking. It provides learning outcomes on critically analyzing an organization's transformation journey, reviewing approaches for digital transformation, and producing growth hacking and analytics plans. The document also defines key terms, presents frameworks for digital transformation and growth hacking, and discusses measuring the effectiveness of digital businesses.
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The document discusses approaches for analyzing customer experience and designing digital business systems. It covers topics like workflow management, process modeling, data modeling, client-server architecture, user-centered design, use case analysis and design principles. Key aspects include understanding customer journeys, analyzing requirements, improving interfaces and balancing usability/security with costs. Diagrams illustrate concepts like system architectures, data modeling, site structures, scenarios and audience types.
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BSAD 372 - CH 7
This document discusses strategies for digital marketing. It begins by outlining learning outcomes around developing digital marketing strategies and plans. It then discusses issues around integrating traditional and digital marketing approaches. The document provides definitions of digital marketing and explores how various e-tools can support marketing objectives. It also analyzes frameworks for digital marketing plans and objectives. Finally, it evaluates options for varying the marketing mix for digital channels.
BSAD 372 - CH 6
This document discusses supply chain management and e-procurement. It defines key terms like supply chain management and examines how information systems can support supply chain management and e-procurement. It also explores different procurement methods and how to evaluate their potential for cost savings.
BSAD 372 - CH 5
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BSAD 372 - CH 4
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- 1. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 C H A P T E R Preparing Employment Messages
- 2. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 The Application Process Hiring 1. Quickly eliminate candidates who do not appear to be qualified 2. Review remaining application packages more carefully 3. Select applicants to interview 4. Hire one of the interviewees Applying 1. Perform a self-inventory 2. Identify your purpose 3. Analyze your audience 4. Match audience’s expectations with your abilities 5. Consider your competition and distinguish yourself 6. Prepare the necessary employment messages 7. Review and revise your social media content
- 3. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Begin with a Self-Inventory Past Jobs? Previous Organizations? Education and Training? Skills? Concrete Achievements? Personal Characteristics and Abilities?
- 4. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 Analyze Your Audience, the Industry, and the Overall Job Climate Who is your audience? • What specific skills are they looking for? What is the job climate like? • In your industry is the job market tight, giving you less leverage to negotiate salary and benefits? Who is your competition? • What can you provide an employer that makes you more attractive?
- 5. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 Draft and Develop a Résumé Choose a template Provide three categories of information Use a bullet list format Include keywords from job description
- 6. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 Draft and Develop an Application Letter • Analysis of strengths, abilities, knowledge, experience, weaknessesStep 1 • Research the organization and its needs starting with the job descriptionStep 2 • Analysis of the organization’s needs and cultureStep 3 • Match the most important needs of the organization with your abilities and experienceStep 4 • Draft a statement for each of these needsStep 5 • Write an introductionStep 6
- 7. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Did You Review Your Social Media?
- 8. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Preparing for a Job Interview Consider what you have already learned about handling presentations and Q&A sessions Background Answering Questions Asking Questions
- 9. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Performing an Employment Interview Dress professionally Arrive well prepared and on time Greet the interviewer confidently Show interest throughout the interview Close with any remaining positives
- 10. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Should You Follow Up? YES! Only half of job applicants send thank-you or follow-up messages, but 88 percent of executives say that these messages influence their hiring decisions.
- 11. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Performance Appraisals GOAL Improve employee performance • Began as a simple way to determine if employee salaries and wages were justified • Evolved into a more complex system for learning about employee motivation and determining reward outcomes • Also used to identify poor performers • Can be difficult for managers to do (often done poorly)
- 12. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Providing Performance Feedback Encourage Discussion Be Constructive Set Performance Goals Maintain Credibility Avoid Conflict Self-auditing Ownership of problems
- 13. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 Receiving Performance Feedback