Communitcations presentation 1
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This document discusses why silence in the workplace is problematic and provides suggestions for promoting better communication. It notes that individuals often remain silent due to fears of confrontation, being different from others, or losing their job. However, silence prevents new ideas from being shared and innovative solutions from being developed. The document recommends creating a less hostile environment where employees feel comfortable addressing problems with their boss without fear of ridicule. It emphasizes the importance of both promoting open communication and ensuring people feel listened to.
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The document discusses gossip in the workplace. It defines gossip as idle talk or rumors about others' personal affairs. Gossip is a form of social bonding and a way for companies to informally disseminate information. Some key points are that gossip can mean power for those with insider information, bring people closer by sharing personal details, and be used as a currency to trade information. The document provides steps to avoid gossip, such as analyzing gossip sources, limiting association with gossips, confronting gossips directly, and reminding them of workplace consequences for spreading rumors.
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Generational Dynamics and the Future of Work
We now have three generations working together -- the Boomers, GenX, and the Millennials. Learn how to communicate for success by identifying the value systems and work styles that each group brings to the office. Plus we'll examine 6 new trends hitting workplaces over the next decade.
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The document discusses effective communication in organizations. It emphasizes the importance of listening, including listening to understand the speaker's purpose rather than just one's own thoughts. It also discusses the power of nonverbal communication, noting that over 80% of communication is nonverbal. Elements of nonverbal communication include conveying emotions, physical behaviors, and use of space. The document encourages putting listening and nonverbal awareness into practice to elevate organizational culture.
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Gossip & Rumor In the Workplace
The document discusses gossip and rumors in the workplace, defining gossip as talking about another person's private information usually in a negative way, and rumors as unverified information that spreads among uncertain people. It notes both the positive and negative impacts of gossip and rumors, and provides tips for ignoring, confronting, or letting rumors run their course to avoid spreading misinformation in the office.
Hearing it through the grapevine: Positive and negative workplace gossip - s...
a review on the article "Hearing it through the grapevine:
Positive and negative workplace gossip " for HRM class , MBA course, Alzahra University of Tehran, Nov 2016
Preventing workplace gossip i heard it through the grapevine
This document discusses the negative impacts of gossip in the workplace, such as lost productivity, erosion of trust, and increased anxiety. It provides strategies for preventing gossip, such as maintaining confidentiality, staying positive, and focusing on being productive rather than idle chatter. Specific tips include countering gossip with compliments, asking clarifying questions, and redirecting conversations to work tasks. Case studies demonstrate approaches for addressing gossip while maintaining confidentiality and giving colleagues the benefit of the doubt.
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Presented at the 2014 LNG conference by Eric Alex of Cheam First Nation and Trina Wamboldt of Urban Systems, this session was designed for First Nations who are interested in enhancing communication and engagement within their own community.
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The document discusses gossip in the workplace. It defines gossip as idle talk or rumors about others' personal affairs. Gossip is a form of social bonding and a way for companies to informally disseminate information. Some key points are that gossip can mean power for those with insider information, bring people closer by sharing personal details, and be used as a currency to trade information. The document provides steps to avoid gossip, such as analyzing gossip sources, limiting association with gossips, confronting gossips directly, and reminding them of workplace consequences for spreading rumors.
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A collection of thoughts to inspire, spark ideas and encourage you in your internal communications.
Collated by internal communication and social media strategist Rachel Miller www.allthingsic.com
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• Using Twitter, Facebook, Flickr, YouTube and blogs to engage citizens
• Measuring the results of citizen engagement: do people really 'friend' or 'follow' you? Why?
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• Considering social networking tools for public consultations
• What is the future for social networking tools in government? Let's talk...
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This document discusses four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It covers three key areas that affect how these generations work together: views on work, mentoring and training styles, and communication preferences. Traditionalists see work as an obligation and hierarchy, while younger generations see it as more flexible and balanced with other life priorities. Effective communication requires understanding generational differences in preferences for feedback and formality. The document advocates for teamwork and collaboration to bring together strengths of each generation.
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Generations 3
This document discusses recruiting and training Millennial employees. It notes that Millennials will make up 75% of the workforce by 2025 but 91% expect to stay in a job for less than 3 years. It recommends ways to attract Millennials like using social media and asking the right interview questions about past experiences, motivations, and personality traits. The document also notes that 65% of Millennials said opportunities for personal development most influenced their job choice and outlines Generation X views of how to train Millennials through collaborative, experiential, and contextual methods.
JWI 505 Business Communications and Executive Presence Lect.docx
JWI 505: Business Communications and Executive Presence
Lecture Notes
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1194) Page 1 of 4
WEEK 3: LISTEN AND ASK THE RIGHT QUESTIONS
Listen and Ask the Right Questions
You come home from work after a long day only to discover that your significant other is upset. You ask
what’s wrong. As you hear the story unfold, you repeatedly offer suggestions as to how your significant other
might solve the problems described. You are caught completely off guard when you end up sleeping on the
couch. What you’ve just experienced is a frequent cause of failure where in-person communication is
concerned. Your spouse was angry because you didn’t listen. You instead assumed you knew what could
make the problem go away.
Effective communication is not just about imparting information. It is about receiving information, too. When
two people with a pair of radio walkie-talkies both hold down the button to talk, neither one of them can hear
the other. They are both too busy sending to receive. To communicate effectively, you must focus most of
your energy on listening when the other person talks. When someone feels heard, they are more receptive
to your own message, more likely to build rapport with you, and more likely to become your active ally in
solving the problems at hand. The result is that all parties to the communication exchange information
effectively, moving toward a collaborative solution.
When was the last time you felt heard? Do your colleagues listen? Do your direct reports listen? Does your
boss listen? Do you?
Listening – and only listening, with no reply needed, no action taken, and no solution suggested – can grow
a relationship. We often believe, incorrectly, that more is better. Attempting to multi-task when you should be
listening is not productive. Worse, it causes us to lose the human connection that we crave for real success
in our business relationships. Most importantly, however, we must not merely listen actively to build these
relationships; we must listen with empathy to achieve a connection with our colleagues.
Listen with Empathy
William Ury, an author and expert in negotiation, explains that there are three important reasons to listen:
1. Listening helps us understand the other side. Negotiation is an exercise in influence, and nothing
helps you influence another person better than understanding them.
2. Listening helps us connect because it builds rapport and trust. When we listen, we demonstrate
empathy because everyone wants to be heard.
3. Listening makes it more likely that the other person will listen to us, which helps us attain their buy-
in.
JWI 505.
Free your rebel thinkers
There are three dimensions for healthy organizations to grow and innovate. This presentation shares what's needed and where and why companies undermine their success.
Presentationskills
This document contains notes from a presentation by Garrison Wynn on influence and presentation skills. Some key points include:
1) Influential presenters focus on solutions, praise others' ideas to gain trust, and make people feel important and comfortable to get buy-in.
2) Clear communication of issues, actions to solve problems, and impacts of solutions is crucial for influencing audiences.
3) Influential presenters understand how others perceive them and know their subject matter well enough to think on their feet.
Classroom to real scenario
This document provides advice for transitioning from classroom to the corporate world. It discusses some harsh realities of office life, such as increased workload, office politics, and unrealistic expectations. It also provides tips for coping with stress, navigating office politics successfully, and developing survival instincts. Key points include maintaining integrity, focusing on your work, avoiding gossip, prioritizing important tasks, and understanding both formal and informal power structures within an organization. Case studies and problem-based learning are presented as effective training methods.
IdeaPOP! 2019
IdeaPOP! conference, May 15, 2019
University of South Carolina Division of Student Affairs and Academic Support
Featuring:
- Ann Marie Klotz, The New School
- Nathan Strong, UofSC
Held each May, IdeaPOP! is an in-house conference that examines higher education trends and issues through presentations and workshops whose content aligns with the ACPA/NASPA Professional Competency Areas for Student Affairs Practitioners
NetIKX Knowledge Cafe: "How do you make people share their knowledge?".
The slides of a talk/knowledge cafe I ran for NetIKX in London on 21st November 2007. On "How do you make people share their knowledge?".
Tools & Techniques to help make workplace more transparent
The document discusses creating a more transparent and collaborative work environment. It argues that a top-down hierarchy with siloed information sharing hinders progress, while a flat structure with open information flow between departments promotes innovation and faster progress. It then outlines key benefits of transparency like faster problem solving and higher trust/performance. The rest of the document provides examples of companies that have embraced transparency in areas like strategy, structure/culture, compensation, and personal goals/habits. It acknowledges transparency takes courage but inspires the audience that it is achievable and has worked well for companies like Semco.
Communicating Communicating Effectively
The document discusses the importance of effective communication. It states that effective communication helps avoid misunderstandings at work, allows people to express themselves, and enables deeper connections with others. It then discusses the "cone of learning" concept which suggests people are most likely to remember 90% of what they say and do, followed by 50% of what they see and hear simultaneously, and only 10% of what they only read. The document provides suggestions for applying this concept when communicating virtually. It suggests focusing on engagement over just information sharing to maximize retention and understanding.
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After reading many self-help books, watching various TED Talks, and listening to a ton of podcasts, I've condensed my learnings to help you improve your communications skills, deal with conflict, and collaborate better than ever, not only in FOSS, but also everywhere else.
Playing Nice In The Sandbox (Project Phoenix)
The document discusses strategies for managing conflict constructively. It provides goals for conflict engagement including understanding interests, producing sustainable solutions, and increasing acceptance of differences. It advocates for engagement over aggression, apathy, or avoidance when facing change or conflict. Effective communication techniques are outlined such as focusing on interests, not positions, and generating proposals to find common ground.
active_listening_and_effective_questioning.pdf
This white paper discusses active listening and effective questioning. It defines active listening as fully concentrating on what the other person is saying without distractions. Key skills for active listening include maintaining eye contact, avoiding interruption, and reflecting back what was said. Effective questions generate curiosity, stimulate discussion, and focus inquiry. Open questions gather information while leading questions help people reach conclusions. The types of questions asked should match the objective of understanding information or guiding decision making.
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Gatekeeping Strategies: Tips for Administrative & Executive Assistants
I. Gatekeeping Strategies Overview
II. Gatekeeping Strategies
A. Determine Which People and Organizations are Priority
Establish some ground rules
Trust your gut
B. Resolve Issues That Arise From Demanding People
Remain calm
Be respectful, don’t patronize
C. Confidentiality in Handling Phone Calls and Documents
• Take inventory
• Work with IT
III. Techniques for Assisting Multiple Bosses
A. Assessing Working Styles
• Know thy self
• Know their work habits
B. Tracking Everyone’s Time
• Advance Planning
• Carbon Copy Message Pads
C. Negotiating Conflicting Schedules
• Create a system
• Know the priorities for you & the boss
Screaming Employees
Screaming Employees are detrimental to all work places. Learn effective leadership skills to maximize employee and team results at https://compassroseconsulting.com
Managers and leaders need to have effective strategies to deal with employees that fight and to set up the workplace to prevent fighting behavior.
Through effective leadership and management screaming at work can be eliminated.
https://compassroseconsulting.com/coaching-staff-success
Dialogue for Organizational Performance
The document discusses the importance of robust dialogue in organizations. It makes three key points:
1) Robust dialogue is important for effective decision making, innovation, and competitive advantage as it surfaces reality and different perspectives. It requires open-mindedness, candor over harmony, and informality.
2) Informality is critical for candor and debate, which invites questions and critical thinking. Robust dialogue ends with agreement and accountability.
3) Leaders must model robust dialogue and reward performance to encourage open exchange of ideas instead of political discussions where reality is avoided. Asking questions can help avoid jumping to conclusions.
More Related Content
What's hot
Leading in a digital age
Delivered to the Society of Information Managers all in charge of leading in today's digital age- Presentation explores methodologies and concepts for leading in an age of screens, social media, and virtual work.
Stepps
The document outlines the S.T.E.P.P.S framework for what makes things popular and go viral. It describes each letter of the framework: Social currency refers to how what people share influences how others see them; Triggers are things in the social environment that prompt people to talk about something; Emotion explains that people care and therefore share things that make them feel something; Public means things are easier to see and imitate when more public; Practical value refers to information being more likely to be shared if it is useful; and Stories notes that people enjoy telling stories rather than just sharing information directly.
Let's talk: encouraging 'conversations' by engaging citizens through web 2.0 ...
Given at the Public Sector ICT 2009: 3- 4 November:
• The good, the bad and the ugly sides of Barnet. Why we needed to change
• Using Twitter, Facebook, Flickr, YouTube and blogs to engage citizens
• Measuring the results of citizen engagement: do people really 'friend' or 'follow' you? Why?
• New kids on the block: what have we learnt so far?
• Considering social networking tools for public consultations
• What is the future for social networking tools in government? Let's talk...
Generations in the Workforce
This document discusses four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It covers three key areas that affect how these generations work together: views on work, mentoring and training styles, and communication preferences. Traditionalists see work as an obligation and hierarchy, while younger generations see it as more flexible and balanced with other life priorities. Effective communication requires understanding generational differences in preferences for feedback and formality. The document advocates for teamwork and collaboration to bring together strengths of each generation.
seven_secrets_of_effective_business_communication
This document discusses 7 secrets of effective business communication. It begins by defining communication and its primary forms. It then discusses communication theory and elements like initiators, messages, interpreters, and channels. It provides tips for building rapport, communicating professionally with good writing and civil behavior. Other tips include communicating confidently using preparation, proper body language, and mind scripts. The document stresses the importance of active listening by focusing on the speaker and not distractions. It concludes by emphasizing following up in writing, asking for feedback, and sticking to commitments by meeting deadlines and managing scope changes.
Effective Networking Skills A Guide To Being Liked
Andrew Thorp provides tips on how to guarantee that people like you when networking. He lists 30 characteristics that people look for in networking situations, such as having a pleasant demeanor, asking questions to take interest in others, being a good listener, having an intriguing 60 second pitch, and leaving people feeling valued at the end of an interaction. Thorp draws on his varied background in sports management, journalism, and coaching to deliver training on networking, public speaking, and personal branding.
Generations 3
This document discusses recruiting and training Millennial employees. It notes that Millennials will make up 75% of the workforce by 2025 but 91% expect to stay in a job for less than 3 years. It recommends ways to attract Millennials like using social media and asking the right interview questions about past experiences, motivations, and personality traits. The document also notes that 65% of Millennials said opportunities for personal development most influenced their job choice and outlines Generation X views of how to train Millennials through collaborative, experiential, and contextual methods.
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Similar to Communitcations presentation 1
JWI 505 Business Communications and Executive Presence Lect.docx
JWI 505: Business Communications and Executive Presence
Lecture Notes
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.
JWI 505 – Lecture Notes (1194) Page 1 of 4
WEEK 3: LISTEN AND ASK THE RIGHT QUESTIONS
Listen and Ask the Right Questions
You come home from work after a long day only to discover that your significant other is upset. You ask
what’s wrong. As you hear the story unfold, you repeatedly offer suggestions as to how your significant other
might solve the problems described. You are caught completely off guard when you end up sleeping on the
couch. What you’ve just experienced is a frequent cause of failure where in-person communication is
concerned. Your spouse was angry because you didn’t listen. You instead assumed you knew what could
make the problem go away.
Effective communication is not just about imparting information. It is about receiving information, too. When
two people with a pair of radio walkie-talkies both hold down the button to talk, neither one of them can hear
the other. They are both too busy sending to receive. To communicate effectively, you must focus most of
your energy on listening when the other person talks. When someone feels heard, they are more receptive
to your own message, more likely to build rapport with you, and more likely to become your active ally in
solving the problems at hand. The result is that all parties to the communication exchange information
effectively, moving toward a collaborative solution.
When was the last time you felt heard? Do your colleagues listen? Do your direct reports listen? Does your
boss listen? Do you?
Listening – and only listening, with no reply needed, no action taken, and no solution suggested – can grow
a relationship. We often believe, incorrectly, that more is better. Attempting to multi-task when you should be
listening is not productive. Worse, it causes us to lose the human connection that we crave for real success
in our business relationships. Most importantly, however, we must not merely listen actively to build these
relationships; we must listen with empathy to achieve a connection with our colleagues.
Listen with Empathy
William Ury, an author and expert in negotiation, explains that there are three important reasons to listen:
1. Listening helps us understand the other side. Negotiation is an exercise in influence, and nothing
helps you influence another person better than understanding them.
2. Listening helps us connect because it builds rapport and trust. When we listen, we demonstrate
empathy because everyone wants to be heard.
3. Listening makes it more likely that the other person will listen to us, which helps us attain their buy-
in.
JWI 505.
Free your rebel thinkers
There are three dimensions for healthy organizations to grow and innovate. This presentation shares what's needed and where and why companies undermine their success.
Presentationskills
This document contains notes from a presentation by Garrison Wynn on influence and presentation skills. Some key points include:
1) Influential presenters focus on solutions, praise others' ideas to gain trust, and make people feel important and comfortable to get buy-in.
2) Clear communication of issues, actions to solve problems, and impacts of solutions is crucial for influencing audiences.
3) Influential presenters understand how others perceive them and know their subject matter well enough to think on their feet.
Classroom to real scenario
This document provides advice for transitioning from classroom to the corporate world. It discusses some harsh realities of office life, such as increased workload, office politics, and unrealistic expectations. It also provides tips for coping with stress, navigating office politics successfully, and developing survival instincts. Key points include maintaining integrity, focusing on your work, avoiding gossip, prioritizing important tasks, and understanding both formal and informal power structures within an organization. Case studies and problem-based learning are presented as effective training methods.
IdeaPOP! 2019
IdeaPOP! conference, May 15, 2019
University of South Carolina Division of Student Affairs and Academic Support
Featuring:
- Ann Marie Klotz, The New School
- Nathan Strong, UofSC
Held each May, IdeaPOP! is an in-house conference that examines higher education trends and issues through presentations and workshops whose content aligns with the ACPA/NASPA Professional Competency Areas for Student Affairs Practitioners
NetIKX Knowledge Cafe: "How do you make people share their knowledge?".
The slides of a talk/knowledge cafe I ran for NetIKX in London on 21st November 2007. On "How do you make people share their knowledge?".
Tools & Techniques to help make workplace more transparent
The document discusses creating a more transparent and collaborative work environment. It argues that a top-down hierarchy with siloed information sharing hinders progress, while a flat structure with open information flow between departments promotes innovation and faster progress. It then outlines key benefits of transparency like faster problem solving and higher trust/performance. The rest of the document provides examples of companies that have embraced transparency in areas like strategy, structure/culture, compensation, and personal goals/habits. It acknowledges transparency takes courage but inspires the audience that it is achievable and has worked well for companies like Semco.
Communicating Communicating Effectively
The document discusses the importance of effective communication. It states that effective communication helps avoid misunderstandings at work, allows people to express themselves, and enables deeper connections with others. It then discusses the "cone of learning" concept which suggests people are most likely to remember 90% of what they say and do, followed by 50% of what they see and hear simultaneously, and only 10% of what they only read. The document provides suggestions for applying this concept when communicating virtually. It suggests focusing on engagement over just information sharing to maximize retention and understanding.
Communication Hacks: Strategies for fostering collaboration and dealing with ...
Communication Hacks: Strategies for fostering collaboration and dealing with conflict in open source
Presented by Nuritzi Sanchez, GitLab, Inc.
Presented at Open Source 101 2021
Abstract: During this talk, you'll learn about topics like cross-cultural collaboration, giving and receiving feedback, and active listening -- all things that are vital to the health of our open source communities.
After reading many self-help books, watching various TED Talks, and listening to a ton of podcasts, I've condensed my learnings to help you improve your communications skills, deal with conflict, and collaborate better than ever, not only in FOSS, but also everywhere else.
Playing Nice In The Sandbox (Project Phoenix)
The document discusses strategies for managing conflict constructively. It provides goals for conflict engagement including understanding interests, producing sustainable solutions, and increasing acceptance of differences. It advocates for engagement over aggression, apathy, or avoidance when facing change or conflict. Effective communication techniques are outlined such as focusing on interests, not positions, and generating proposals to find common ground.
active_listening_and_effective_questioning.pdf
This white paper discusses active listening and effective questioning. It defines active listening as fully concentrating on what the other person is saying without distractions. Key skills for active listening include maintaining eye contact, avoiding interruption, and reflecting back what was said. Effective questions generate curiosity, stimulate discussion, and focus inquiry. Open questions gather information while leading questions help people reach conclusions. The types of questions asked should match the objective of understanding information or guiding decision making.
2 important Attributes To Posses To Win People
Discover how you can win the influence over people by just having two attributes.If you'd like to learn more visit Imtrulyready.com
Gatekeeping Strategies: Tips for Administrative & Executive Assistants
I. Gatekeeping Strategies Overview
II. Gatekeeping Strategies
A. Determine Which People and Organizations are Priority
Establish some ground rules
Trust your gut
B. Resolve Issues That Arise From Demanding People
Remain calm
Be respectful, don’t patronize
C. Confidentiality in Handling Phone Calls and Documents
• Take inventory
• Work with IT
III. Techniques for Assisting Multiple Bosses
A. Assessing Working Styles
• Know thy self
• Know their work habits
B. Tracking Everyone’s Time
• Advance Planning
• Carbon Copy Message Pads
C. Negotiating Conflicting Schedules
• Create a system
• Know the priorities for you & the boss
Screaming Employees
Screaming Employees are detrimental to all work places. Learn effective leadership skills to maximize employee and team results at https://compassroseconsulting.com
Managers and leaders need to have effective strategies to deal with employees that fight and to set up the workplace to prevent fighting behavior.
Through effective leadership and management screaming at work can be eliminated.
https://compassroseconsulting.com/coaching-staff-success
Dialogue for Organizational Performance
The document discusses the importance of robust dialogue in organizations. It makes three key points:
1) Robust dialogue is important for effective decision making, innovation, and competitive advantage as it surfaces reality and different perspectives. It requires open-mindedness, candor over harmony, and informality.
2) Informality is critical for candor and debate, which invites questions and critical thinking. Robust dialogue ends with agreement and accountability.
3) Leaders must model robust dialogue and reward performance to encourage open exchange of ideas instead of political discussions where reality is avoided. Asking questions can help avoid jumping to conclusions.
NPCC 2023.pptx
J. Lambiase's presentation on listening for a session at the 2023 TCU Nonprofit Communicators Conference on May 19.
Immediately get notice
The document discusses 6 ways to immediately get noticed at work. They are: 1) Be a silent influencer who impacts others without seeking recognition; 2) Do more than your job description and look for ways to expand your influence; 3) Help your colleagues succeed to build relationships and opportunities; 4) Avoid getting caught up in office politics which can create a negative image; 5) Engage in constructive conflict by challenging the status quo respectfully; and 6) Be authentic so you can fully engage and motivate others with your energy and work ethic. The document advises focusing on results, learning, and helping the organization succeed to naturally get noticed.
Never-Split-The-Difference
This summary provides the key points about negotiating tactics from a document about the book Never Split the Difference by Chris Voss. The document discusses 9 principles for successful negotiations from Voss's experience as an FBI hostage negotiator. It summarizes that listening and understanding the other perspective are essential to gain trust and information. Specific tactics discussed include mirroring language and emotions, getting the other party to say "no" or "that's right", using deadlines strategically, and anchoring perceptions to shape negotiations in your favor. The overall message is that empathy, control of the conversation, and bending the other party's reality are crucial components of effective negotiations.
Creating A Workplace Culture Of Respect And Trust
The document outlines activities for a leadership seminar focused on creating a workplace culture of respect. It includes discussions of workplace incivility, identifying characteristics of a respectful workplace, applying the golden rule and platinum rule, addressing core employee concerns, assessing personal conflict resolution styles, and strategies for building relationships through articles and LinkedIn.
3. Interpersonal Skills.docx
This document provides an introduction to interpersonal skills. It discusses the importance of interpersonal skills for success in both personal and professional contexts. Key interpersonal skills include communication, listening, task delegation, and leadership. The document then covers various aspects of verbal and non-verbal communication skills that are important for effective interpersonal interactions, such as listening, asking questions, body language, tone of voice, and emphasis.
Similar to Communitcations presentation 1 (20)
JWI 505 Business Communications and Executive Presence Lect.docx
JWI 505 Business Communications and Executive Presence Lect.docx
NetIKX Knowledge Cafe: "How do you make people share their knowledge?".
NetIKX Knowledge Cafe: "How do you make people share their knowledge?".
Tools & Techniques to help make workplace more transparent
Tools & Techniques to help make workplace more transparent
Communication Hacks: Strategies for fostering collaboration and dealing with ...
Communication Hacks: Strategies for fostering collaboration and dealing with ...
Gatekeeping Strategies: Tips for Administrative & Executive Assistants
Gatekeeping Strategies: Tips for Administrative & Executive Assistants
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Reflections2
The document discusses culture and provides definitions and examples of culture. It defines culture as the values, norms, beliefs, and practices that govern how an institution functions. It also provides a definition from Edgar Schein that defines culture as shared basic assumptions learned by a group as it solves problems that have proved effective. The document discusses current examples of culture and core principles of mindfulness such as preoccupation with failure and commitment to resilience. It also discusses ethical principles for building trust such as making operations open and valuing knowledge and expertise. The document concludes with an activity asking groups to write a letter to themselves in the future relating to five principles of mindfulness.
Records2
The document discusses some of the issues with implementing a performance-based pay system, noting there are often no clear guidelines for how performance is determined, inadequate funding levels and distribution can cause problems, and it can degrade teamwork and focus more on individual performance rather than productivity. It uses an example of grades in school to illustrate the debate around whether pay or grades should reflect the work done or the product or learning produced.
Civic engagement 1
This document discusses ways to build up and motivate people through praise. It provides tips for praising employees, such as making praise specific and avoiding competition. Praise is more productive than punishment and face-to-face contact is important. The document also discusses goal setting, giving employees tools to succeed, and respecting everyone. Applying these principles to working with children, praise helps kids feel valued and loved while developing self-esteem. Respect is important with kids to gain their respect in return.
Readings
This document discusses developing organizational culture through establishing a clear organizational vision and goals. It also discusses the importance of evaluating employee behavior and needs using models like Maslow's Hierarchy of Needs. Developing organizational culture also involves engaging employees, promoting learning and knowledge sharing, supporting the community through charitable initiatives, and celebrating achievements. Regular evaluations, clear conflict resolution processes, and consideration of stockholder views are also important.
Directing
Alfie Kohn argues that incentive plans and rewards cannot create lasting motivation or commitment and instead can undermine intrinsic motivation. Kohn writes that rewards only produce temporary compliance and that once rewards are removed, people revert back to their original behaviors. Kohn asserts that rewards punish, rupture relationships, ignore reasons, discourage risk-taking, and undermine interest. Intrinsic motivation comes from an inherent interest in an activity, while extrinsic motivation involves external rewards or incentives, and the two types of motivation cannot be used together effectively.
Individual presentation 1
This document discusses different theories of public service motivation: rational, norm-based, and affective. The rational theory involves participation to satisfy personal needs while serving social interests. The norm-based theory involves a desire to serve the public interest through duty and loyalty. The affective theory involves commitment based on emotional responses and a desire to help others. The document also states that individuals with higher public service motivation are more likely to seek public sector work and perform better, and public organizations with such individuals are less dependent on incentives to manage performance.
Civic engagement 1
This document discusses ways to build up and motivate people through praise. It provides tips for praising employees, such as making praise specific and avoiding competition. Praise is more productive than punishment and face-to-face contact is important. The document also discusses goal setting, giving employees tools to succeed, and respecting everyone. Applying these principles to working with children, praise helps kids feel valued and loved while developing self-esteem. Respect is important with kids to gain their respect in return.
Management fads planning
The document outlines several management fads that have emerged since the 1950s, including Management by Objectives, Sensitivity Training, Quality Circles, Total Quality Management, and Self-Managed Teams. It discusses how management fads typically go through life cycles of discovery, acceptance, digestion as critics emerge, disillusionment as problems are recognized, and a hard core of loyal supporters. The document also evaluates some of the implications and drawbacks experienced with each fad, such as a lack of focus on goals with MBO or resistance to change with TQM.
Chronic time abuse
This document discusses chronic time abuse and identifies four types of time abusers: preemptive, people pleasers, perfectionists, and procrastinators. Each type stems from psychological conflicts relating to their upbringing. Preemptives compulsively race the clock due to disruptive childhood environments. People pleasers cannot say no and take on unproductive work due to a lack of appreciation as children. Perfectionists demand absolute control and fear criticism due to emotional isolation. Procrastinators resemble perfectionists but justify inferior work due to being praised too early in childhood. The document provides tips for managing each type such as giving preemptives control, exposing perfectionists to frequent evaluation, and forcing procrastinators
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【业务选择办理准则】
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
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6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Communitcations presentation 1
- 1. Silence: The Production Killer By: Nicole Vesco & Grant Stubblefield
- 2. What causes silent individuals? Individuals dislike confrontation, and individuals worry that discussing disagreements and individual differences will be harder than avoiding the issue entirely. In our social environment, it is possible to never hang out with people too different from oneself. However, work is not a social environment. One has to learn how to communicate with co-workers to solve differences. No one wants to be the one person who differs from the groups consensus, thus often times when a individual disagrees with the group consensus, they often remain silent. Who wants to be the odd man out?
- 3. What causes silent individuals (cont.) Perhaps the biggest reason why employees remain silent to their superiors is for a fear of their job. It’s much easier to sit back and agree with the boss rather than to express ones opinions. Agreeing with the boss is an easier way to keep your job secure. Many bosses also have a serious power tripping issues, and this can lead to employees being shot down before they even get to speak their mind. This silence issue deals with a superiors ability to listen.
- 4. Why is silence in the workplace bad? The biggest issue with employees being quite is that much of a creative learning aspect is lost. New ideas come about from individuals brainstorming together. No one person has the ultimate plan for a task, so listening to one another holds great importance Ideas and projects formed in a group setting are usually superior to one that is created by an individual working alone. Learning how to bounce ideas back and forth is essential for innovation. Conversing differences and figuring out a solution helps define a final goal that everyone is pleased with.
- 5. Is silence really the only issue? Individuals need to learn to express themselves vocally more often when they have concerns. However, a large issue with people remaining silent can also have to do with the fact that they feel like no one is listening It is extremely important for discussion to take place in groups, but that doesn’t just require people not being silent, it also requires people to really listen to what everyone has to offer.
- 6. It’s extremely important to form an environment where everyone feels like their contribution is wanted. The workplace needs to be seen as an accepting environment where all ideas can be heard. The more accepting the environment, the more likely individuals will communicate more without many of the previous worries they had.
- 7. Many people do not address problems with their bosses because they are worried about keeping their job.
- 8. How do we promote communication? First thing we need to do is promote open communication and create a less hostile environment. Employees need to be able to address problems or concerns they have with their boss without feeling as if they will be ridiculed.
- 9. Speaking Out -Cynthia Cooper (left) was an auditor who in 2002 investigated and found $3.8 billion in fraud at WorldCom. -Colleen Rowley (center) documented how the FBI failed to act on intelligence from Minneapolis, Minnesota dealing with Zacharias Moussaoui (helped plan, and was later convicted for helping plan the Sep. 11 attacks) -Sherron Watkins (right) is considered as the whistleblower who in 2001 uncovered the Enron scandal These three women all investigated scandals within the organizations they worked for and testified about said scandals in court
- 10. The Boss and YOU!! How to approach your boss: -Bosses appreciate openness and honesty -Learn your bosses concerns and goals -Understand how your boss likes to receive their information -Stay focused on your job!