Office Etiquette//PART-2

Employee Etiquette:

Employee Etiquette is how you conduct yourself in your capacity as an employee to your

employer and your co-workers

NEVER arrive at work drunk, smelling of alcohol on under the influence of drugs
Be on time for your job. Better still, be early
Be respectful to your employer

It’s ill-mannered to wear iPod buds in your ears at work
Respect the business goals and help to achieve them

Respect the firm’s confidentiality of information
Respect the firm’s clients’ confidentiality of information
Provide your boss with information as required
Keep your boss well informed in a timely fashion
Brush up on your computer skills

Respect all other employees
Cooperate with your employer
Cooperate with all employees

Do not ‘big note’ yourself, there is no place for arrogance in this world
Wear appropriate office attire, for example correct footwear, not thongs (flip flops) - they are strictly casual or beachwear. No exposed midriff to display tatoos and body piercing. Be neat, clean and as conservative as the business requires
It is extremely rude to arrive late for a meeting. It is ruder still to not attend at all. Having a good excuse does not exonerate you

Do not dominate the meeting. All communication must take place through the chairperson

Do not interrupt another speaker
Pay attention to the proceedings quietly
Do not leave the meeting until it is closed by the chairperson
Answer your phone pleasantly even if you are having a bad day
Always return telephone calls and do so as soon as possible.
Show consideration for other people’s feelings
Apologise if you are clearly in the wrong. If in doubt, apologise anyway. It’s no big deal and brings closure to a fruitless event
Accept an apology graciously and with compassion

If there is conflict, do not get personal in your remarks
Keep interruptions to a minimum and always apologise if your intrusion is an interruption of a discussion, concentration or other activity ..

Office Etiquette//PART-1

Employer Etiquette:

The role of the employer etiquette is very important in a office..
Employer Etiquette is how you conduct yourself in your capacity as an employer to your employees

Be respectful to your employees. Do not play favourites with any of them or you will quickly lose the respect of the rest of them.Give equal imporatance to all.

If an employee disagrees with you, hear them out. Give them your full attention. You may learn something useful from them. You will certainly get a different perspective on the subject.

This is an excellent opportunity to test your skill at handling the disagreement with tact and sensitivity. Never be dismissive or invalidate your employee's point of view. Do not trivialize their opinion

Get to know your employees; remember what they tell you about themselves. Keep notes to help your memory if necessary

Be sure to know their names

Respect what is told to you in confidence

Introduce new employees to their co-workers
and have proper indoctrination procedures in
place to make them feel welcome and useful from the start

Tell them what you expect of them

Let them get on with it

Help them when they need it

Tell them how they are doing

Reward and encourage them

Give them adequate training. To brush up on their computer skills and improve staff efficiency.

Give them credit for their contribution

Do not take them for granted

Don't ‘snoopervise’ (snooping supervision)

Deal with employee grievances promptly and fairly.

Do NOT trivialize them

Even though you pay your employees, show them that they are appreciated

Even though you are the boss, good etiquette requires that you keep your interruptions to a minimum and always apologise if your intrusion is an interruption to their concentration, a discussion or other activity

Office Etiquette (Office Manners)

Office Etiquette includes the following......

1.Employer Etiquette
2. Employee Etiquette
3.(a) E-mail Etiquette
(b) Telephone Etiquette
(c) Cell Phone Etiquette

Introduction-
Office Etiquette or Office Manners is about conducting yourself respectfully and courteously in the office or workplace.
First impressions are important! You are the ambassador/s of the business.

Always act with honesty and dignity

Chewing gum and popping bubble gum in the presence of co-workers is neither cool nor dignified

Never do it whilst attending customers

Wear appropriate office attire, for example correct footwear, not thongs (flip flops) - they are strictly casual or beachwear

No exposed midriff to display tattoos and body piercing.

Be neat, clean and as conservative as the business requires you to be

We are put off by smelly people. So, be sure to shower regularly and use a suitable deodorant

Do not cough or sneeze in anyone's direction. Use a tissue, if possible, to contain the germs and then say "Excuse me"

The essence of good manners and etiquette is to be respectful and courteous at all times and with everybody

Therefore, treat your co-workers, cleaners, maintenance people and others with respect and courtesy

Good office etiquette is easily achieved by using common courtesy as a matter of course

Keep your interruptions of others to a minimum and always apologize if your intrusion is an interruption of a discussion, someone’s concentration or other activity

Show respect for each others workspace. Knock before entering

Show appreciation for the slightest courtesies extended to you

Be helpful and co-operative with each other

Brush up on your computer skills so that you can help others

Aim to improve your other workplace skills and attributes too

You will find help from some of the sponsors listed at the top or right side of this page. Check them out as well

Speak clearly without shouting. Loud people are a vexation

Say, “Please; Thank you; You’re welcome”, as part of your everyday courtesy

Be discreet and compassionate in your criticism of a co-worker

Don’t gossip about any co-worker’s private life

Do not try to sell things to your colleagues

Don’t hover around while waiting for a co-worker to get off the phone. Leave a note for them to call you or return later

It’s not a good idea to take your iPod to your office. It hinders communication

Avoid sexist comments about a co-worker’s dress or appearance

Surveys show that the office know-it-all proved to be the biggest gripe amongst co-workers. Don't be a know-all

Take responsibility for your mistakes, apologise and go about correcting the mistakes

Apologise if you are clearly in the wrong. If in doubt, apologise anyway. It’s no big deal

Never blame someone else if it is your mistake

If your boss criticizes your work, inquire about what precisely is wrong with it. Consider the comments, discuss them amiably if you disagree with the comments but defer to the bosses opinion if he/she is adamant.

Effective Man Management

Leadership

People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the boss drives."

While leadership is easy to explain, leadership is not so easy to practice. Leadership is about behavior first, skills second. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is different to management. Management relies more on planning, organizational and communications skills. Leadership relies on management skills too, but more so on qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion, sensitivity, and a degree of personal charisma.

Some people are born more naturally to leadership than others. Most people don't seek to be a leader. Those who want to be a leader can develop leadership ability. And many qualities of effective leadership, like confidence and charisma, continue to grow from experience in the leadership role.

Leadership can be performed with different styles. Some leaders have one style, which is right for certain situations and wrong for others. Some leaders can adapt and use different leadership styles for given situations.

People new to leadership (and supervision and management) often feel under pressure to lead in a particularly dominant way. Sometimes this pressure on a new leader to impose their authority on the team comes from above. Dominant leadership is rarely appropriate however, especially for mature teams. Misreading this situation, and attempting to be overly dominant, can then cause problems for a new leader. Resistance from the team becomes a problem, and a cycle of negative behaviors and reducing performance begins. Much of leadership is counter-intuitive. Leadership is often more about serving than leading. Besides which, individuals and teams tend not to resist or push against something in which they have a strong involvement/ownership/sense of control. People tend to respond well to thanks, encouragement, recognition, inclusiveness, etc. Tough, overly dominant leadership gives teams a lot to push against and resist. It also prevents a sense of ownership and self-control among the people being led. And it also inhibits the positive rewards and incentives (thanks, recognition, encouragement, etc) vital for teams and individuals to cope with change, and to enjoy themselves. Leaders of course need to be able to make tough decisions when required, but most importantly leaders should concentrate on enabling the team to thrive, which is actually a 'serving' role, not the dominant 'leading' role commonly associated with leadership.

Today ethical leadership is more important than ever. The world is more transparent and connected than it has ever been. The actions and philosophies of organizations are scrutinised by the media and the general public as never before. This coincides with massively increased awareness and interest among people everywhere in corporate responsibility and the many related concepts, such as Fair Trade, sustainability, social and community responsibility . modern leader needs to understand and aspire to leading people and achieving greatness in all these areas.

Incidentally as a quick case-study, the BBC illustrates an important aspect of leadership, namely philosophy.

Philosophy is the foundation on which to build strategy, management, operational activities, and pretty well everything else that happens in an organization.

Whatever the size of the organization, operational activities need to be reconcilable with a single congruent (fitting, harmonious) philosophy.

Executives, managers, staff, customers, suppliers, stakeholders, etc., need solid philosophical principles (another term would be a 'frame of reference') on which to base their expectations, decisions and actions. In a vast complex organization like the BBC, leadership will be very challenging at the best of times due to reasons of size, diversity, political and public interest, etc. Having a conflicting philosophy dramatically increases these difficulties for everyone, not least the leader, because the frame of reference is confusing.

For leadership to work well, people (employees and interested outsiders) must be able to connect their expectations, aims and activities to a basic purpose or philosophy of the organization. This foundational philosophy should provide vital reference points for employees' decisions and actions - an increasingly significant factor in modern 'empowered' organizations. Seeing a clear philosophy and purpose is also essential for staff, customers and outsiders in assessing crucial organizational characteristics such as integrity, ethics, fairness, quality and performance. A clear philosophy is vital to the 'psychological contract' - whether stated or unstated (almost always unstated) - on which people (employees, customers or observers) tend to judge their relationships and transactions.

The BBC is an example (it's not the only one) of an organization which has a confusing organizational philosophy. At times it is inherently conflicting. For example: Who are its owners? Who are its customers? What are its priorities and obligations? Are its commercial operations a means to an end, or an end in themselves? Is its main aim to provide commercial mainstream entertainment, or non-commercial education and information? Is it a public service, or is it a commercial provider? Will it one day be privatized in part or whole? If so will this threaten me or benefit me? As an employee am I sharing in something, or being exploited? As a customer (if the description is apt) am I also an owner? Or am I funding somebody else's gravy train? What are the organization's obligations to the state and to government?

Given such uncertainties, not only is there a very unclear basic philosophy and purpose, but also, it's very difficult to achieve consistency for leadership messages to staff and customers. Also, how can staff and customers align their efforts and expectations with such confusing aims and principles?

The BBC is just an example. There are many organizations, large and small, with conflicting and confusing fundamental aims. The lesson is that philosophy - or underpinning purpose - is the foundation on which leadership (for strategy, management, motivation, everything) is built. If the foundation is not solid and viable, and is not totally congruent with what follows, then everything built onto it is prone to wobble, and at times can fall over completely.

Get the philosophy right - solid and in harmony with the activities - and the foundation is strong.

This of course gives rise to the question of what to do if you find yourself leading a team or organization which lacks clarity of fundamental philosophy and purpose, and here lies an inescapable difference between managing and leading:

As a leader your responsibility extends beyond leading the people. True leadership also includes - as far as your situation allows - the responsibility to protect or refine fundamental purpose and philosophy.

Public Speaking / Presentation Skills

The art of public speaking is not god gifted....its all about the clarity of thoughts and the art of a good control over communicating with people.....the best of speakers archived it by practicing .....
so all we got to do is get less haunted by the audience and be confident of our talent and ideas....it would come natural to us.a blunder or two would happen many a times then only we all say practice makes a man perfect.
so NEVER GIVE UP TILL YOU PERFECT THE ART OF OPENING UP BEFORE AN AUDIENCE.....NEVER GIVE UP...... This is the MANTRA.

• Oratory

the art of public speaking

• The use of gestures

A gesture is a form of non-verbal communication in which visible bodily actions communicate conventionalized particular messages, either in place of speech or together and in parallel with spoken words. Gestures include movement of the hands, face, or other parts of the body. Gestures differ from physical non-verbal communication that does not communicate specific messages, such as purely expressive displays, proxemics, or displays of joint attention. Gestures allow individuals to communicate a variety of feelings and thoughts, from contempt and hostility to approval and affection, often together with body language in addition to words when they speak. The use of gesture as language by some ethnic groups is more common than in others, and the amount of such gesturing that is considered culturally acceptable varies from one location to the next.

• Control of the voice (inflection)

In grammar, inflection or inflexion is the modification of a word to express different grammatical categories such as tense, mood, voice, aspect, person, number, gender and case. Conjugation is the inflection of verbs; declension is the inflection of nouns, adjectives and pronouns.

• Vocabulary, register, word choice

A vocabulary is defined as "all the words known and used by a particular person". However, the words known and used by a particular person do not constitute all the words a person is exposed to. By definition, a vocabulary includes the last two categories of this list:

1. Never encountered the word.
2. Heard the word, but cannot define it.
3. Recognize the word due to context or tone of voice.
4. Able to use the word but cannot clearly explain it.
5. Fluent with the word – its use and definition.

• Speaking notes

There is a right way and wrong way to use speaking notes when delivering a presentation. The wrong way is to read directly from your notes. The right way is to glance at them throughout your presentation to keep it on track.

• Use speaking notes to capture the outline of your presentation. If you write out everything you want to say, you will likely end up reading it to your audience.
• Use speaking notes to capture additional points or points of interest you want to mention.
• Put your speaking notes on index cards, instead of full sheets of paper. Index cards are easier to hold (and have less space for notes!).

• Using humor

"Humour" also originally had a connotation of a combined ridiculousness and wit in one individual.

• Developing a relationship with the audience

It's very tempting to keep focused on how you're feeling, especially if you're feeling really uncomfortable. You'll start to notice every bead of sweat.

To make your nerves work for you, you need to focus on just about anything other than yourself. You can distract yourself by paying attention to the environment in which you're speaking and seeing how you can make it work for you.

Once you're actually in front of your audience, pay attention to them. If you can, notice how people are dressed, who's wearing glasses, who has on bright colours. There will be dozens and dozens of things you can pay attention to help you trick your mind into not noticing what's going on with you.

Anything will do and you will find that the less you concentrate on how you are feeling and the more you concentrate on other things, the more confident you will feel.

Your audience can be your friend

Unless you know you're absolutely facing a hostile group of people, human nature is such that your audience wants you succeed. They're on your side!

Therefore, rather than assuming they don't like you, give them the benefit of the doubt that they do.

They aren't an anonymous sea of faces, but real people. So to help you gain more confidence when speaking in public, think of ways to engage your audience. Remember, even if they aren't speaking, you can still have a two-way conversation.

When you make an important point pay attention to the people who are nodding in agreement and the ones who are frowning in disagreement. As long as you are creating a reaction in your audience you are in charge.

Keep them awake

The one thing you don't want is for them to fall asleep! But make no mistake public speaking arenas are designed to do just that: dim lights, cushy chairs, not having to open their mouths - a perfect invitation to catch up on those zzzzs.

Ways to keep them awake include

• Ask rhetorical questions
• Maintain eye contact for a second or two with as many people as possible
• Be provocative
• Be challenging
• Change the pace of your delivery
• Change the volume of your voice

Communication Skills:

Communication Skills:

Communication Skills:
Communication is one of the most important aspects of building up relations......mis-communication can ruin everything.....as per the definition of communication ...it is the processes of getting through to people and making them understand what we think
...the exchange of understanding should be clear and simple....The more complicated the words become....the more opaque a conversation becomes.......
and in a professional approach it matters the most how effectively we get to connect and get across our ideas without stressing the other person before us.....

Types of communication skill:

Communication is generally classified into a couple of types. The classifications include: Verbal and non-verbal Technological and non-technological Mediated and non-mediated Participatory and non-participatory

However, the commonly known types of communications are :

1.Intra-personal communication skills : This implies individual reflection,

contemplation and meditation. One example of this is transcendental mediation. According to the experts this type of communication encompasses communicating with the divine and with spirits in the form of prayers and rites and rituals.

2.Interpersonal communication skills : This is direct, face-to-face communication that occurs between two persons. It is essentially a dialogue or a conversation between two or more people.

It is personal, direct, as well as intimate and permits maximum interaction through words and gestures. Interpersonal communications maybe:

3.Focused Interactions : This primarily results from an actual encounter between two persons. This implies that the two persons involved are completely aware of the communication happening between them.

4.Unfocused interactions : This occurs when one simply observes or listens to persons with whom one is not conversing. This usually occurs at stations and bus stops, as well as on the street, at restaurants, etc.

5.Non verbal communication skills : This includes aspects such as body language, gestures, facial expressions, eye contact, etc., which also become a part of the communicating process; as well as the written and typed modes of communications.

6.Mass communication : This is generally identified with tools of modern mass media, which includes: books, the press, cinema, television, radio, etc. It is a means of conveying messages to an entire populace.

Here are the 7 top barriers:-

Many people think that communicating is easy.It is after all something we've done all our lives.There is some truth in this simplistic view.Communicating is straightforward.What makes it complex, difficult, and frustrating are the barriers we put in the way......

1. Physical barriers

Physical barriers in the workplace include:

• marked out territories, empires and fiefdoms into which strangers are not allowed

• closed office doors, barrier screens, separate areas for people of different status

• large working areas or working in one unit that is physically separate from others.

Research shows that one of the most important factors in building cohesive teams is proximity. As long as people still have a personal space that they can call their own, nearness to others aids communication because it helps us get to know one another.

2. Perceptual barriers

The problem with communicating with others is that we all see the world differently. If we didn't, we would have no need to communicate: something like extrasensory perception would take its place.

The following anecdote is a reminder of how our thoughts, assumptions and perceptions shape our own realities:

A traveller was walking down a road when he met a man from the next town.

"Excuse me," he said. "I am hoping to stay in the next town tonight. Can you tell me what the townspeople are like?"

"Well," said the townsman, "how did you find the people in the last town you visited?"

"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-charged me for what I got. Gave me very poor service."

"Well, then," said the townsman, "you'll find them pretty much the same here."

3. Emotional barriers

One of the chief barriers to open and free communications is the emotional barrier. It is comprised mainly of fear, mistrust and suspicion. The roots of our emotional mistrust of others lie in our childhood and infancy when we were taught to be careful what we said to others.

"Mind your P's and Q's"; "Don't speak until you're spoken to"; "Children should be seen and not heard". As a result many people hold back from communicating their thoughts and feelings to others.

They feel vulnerable. While some caution may be wise in certain relationships, excessive fear of what others might think of us can stunt our development as effective communicators and our ability to form meaningful relationships.

4. Cultural barriers

When we join a group and wish to remain in it, sooner or later we need to adopt the behaviour patterns of the group. These are the behaviours that the group accept as signs of belonging.

The group rewards such behaviour through acts of recognition, approval and inclusion. In groups which are happy to accept you, and where you are happy to conform, there is a mutuality of interest and a high level of win-win contact.

Where, however, there are barriers to your membership of a group, a high level of game-playing replaces good communication.

5. Language barriers

Language that describes what we want to say in our terms may present barriers to others who are not familiar with our expressions, buzz-words and jargon. When we couch our communication in such language, it is a way of excluding others. In a global market place the greatest compliment we can pay another person is to talk in their language.

One of the more chilling memories of the Cold War was the threat by the Soviet leader Nikita Khruschev saying to the Americans at the United Nations: "We will bury you!" This was taken to mean a threat of nuclear annihilation.

However, a more accurate reading of Khruschev's words would have been: "We will overtake you!" meaning economic superiority. It was not just the language, but the fear and suspicion that the West had of the Soviet Union that led to the more alarmist and sinister interpretation.

6. Gender barriers

There are distinct differences between the speech patterns in a man and those in a woman. A woman speaks between 22,000 and 25,000 words a day whereas a man speaks between 7,000 and 10,000. In childhood, girls speak earlier than boys and at the age of three, have a vocabulary twice that of boys.

The reason for this lies in the wiring of a man's and woman's brains. When a man talks, his speech is located in the left side of the brain but in no specific area. When a woman talks, the speech is located in both hemispheres and in two specific locations.

This means that a man talks in a linear, logical and compartmentalised way, features of left-brain thinking; whereas a woman talks more freely mixing logic and emotion, features of both sides of the brain. It also explains why women talk for much longer than men each day.

7 Interpersonal barriers

There are six levels at which people can distance themselves from one another:

1. Withdrawal is an absence of interpersonal contact. It is both refusal to be in touch and time alone.

2. Rituals are meaningless, repetitive routines devoid of real contact.

3. Pastimes fill up time with others in social but superficial activities.

4. Working activities are those tasks which follow the rules and procedures of contact but no more.

5. Games are subtle, manipulative interactions which are about winning and losing. They include "rackets" and "stamps".

6. Closeness is the aim of interpersonal contact where there is a high level of honesty and acceptance of yourself and others.

Working on improving your communications is a broad-brush activity. You have to change your thoughts, your feelings, and your physical connections.

That way, you can break down the barriers that get in your way and start building relationships that really work.

How To Communicate:

Improve Your Relationships With Effective Communication Skills

1. Stay Focused: Sometimes it’s tempting to bring up past seemingly related conflic ts when dealing with current ones. Unfortunately, this often clouds the issue and makes

   

   finding mutual understanding and a solution to the current issue less likely, and makes the whole discussion more taxing and even confusing. Try not to bring up past hurts or other topics. Stay focused on the present, your feelings, understanding one another and finding a solution.
2. Listen Carefully: People often think they’re listening, but are really thinking about what they’re going to say next when the other person stops talking. Truly effective communication goes both ways. While it might be difficult, try really listening to what your partner is saying. Don’t interrupt. Don’t get defensive. Just hear them and reflect back what they’re saying so they know you’ve heard. Then you’ll understand them better and they’ll be more willing to listen to you.
3. Try To See Their Point of View: In a conflict, most of us primarily want to feel heard and understood. We talk a lot about our point of view to get the other person to see things our way. Ironically, if we all do this all the time, there’s little focus on the other person’s point of view, and nobody feels understood. Try to really see the other side, and then you can better explain yours. (If you don't 'get it', ask more questions until you do.) Others will more likely be willing to listen if they feel heard.
4. Respond to Criticism with Empathy: When someone comes at you with criticism, it’s easy to feel that they’re wrong, and get defensive. While criticism is hard to hear, and often exaggerated or colored by the other person’s emotions, it’s important to listen for the other person’s pain and respond with empathy for their feelings. Also, look for what’s true in what they’re saying; that can be valuable information for you.
5. Own What’s Yours: Realize that personal responsibility is a strength, not a weakness. Effective communication involves admitting when you’re wrong. If you both share some responsibility in a conflict (which is usually the case), look for and admit to what’s yours. It diffuses the situation, sets a good example, and shows maturity. It also often inspires the other person to respond in kind, leading you both closer to mutual understanding and a solution.
6. Use “I” Messages: Rather than saying things like, “You really messed up here,” begin statements with “I”, and make them about yourself and your feelings, like, “I feel frustrated when this happens.” It’s less accusatory, sparks less defensiveness, and helps the other person understand your point of view rather than feeling attacked.
7. Look for Compromise Instead of trying to ‘win’ the argument, look for solutions that meet everybody’s needs. Either through compromise, or a new solution that gives you both what you want most, this focus is much more effective than one person getting what they want at the other’s expense. Healthy communication involves finding a resolution that both sides can be happy with.
8. Take a Time-Out: Sometimes tempers get heated and it’s just too difficult to continue a discussion without it becoming an argument or a fight. If you feel yourself or your partner starting to get too angry to be constructive, or showing some destructive communication patterns, it’s okay to take a break from the discussion until you both cool off. Sometimes good communication means knowing when to take a break.
9. Don’t Give Up: While taking a break from the discussion is sometimes a good idea, always come back to it. If you both approach the situation with a constructive attitude, mutual respect, and a willingness to see the other’s point of view or at least find a solution, you can make progress toward the goal of a resolution to the conflict. Unless it’s time to give up on the relationship, don’t give up on communication.
10. Ask For Help If You Need It: If one or both of you has trouble staying respectful during conflict, or if you’ve tried resolving conflict with your partner on your own and the situation just doesn’t seem to be improving, you might benefit from a few sessions with a therapist. Couples counseling or family therapy can provide help with altercations and teach skills to resolve future conflict. If your partner doesn’t want to go, you can still often benefit from going alone.

Tips:

1. Remember that the goal of effective communication skills should be mutual understanding and finding a solution that pleases both parties, not ‘winning’ the argument or ‘being right’.
2. This doesn’t work in every situation, but sometimes (if you’re having a conflict in a romantic relationship) it helps to hold hands or stay physically connected as you talk. This can remind you that you still care about each other and generally support one another.
3. Keep in mind that it’s important to remain respectful of the other person, even if you don’t like their actions.
4. Here's a list of common unhealthy ways to handle conflict. Do you do some of these? If so, your poor communication skills could be causing additional stress in your life.

Today, effective communication skills has become a predominant factor even while recruiting employees. While interviewing candidates, most interviewers judge them on the basis of the way they communicate. They believe that skills can be improvised on the job; but ability to communicate well is important, as every employee becomes the representing face of the company.

There are trainers, who specialize in delivering custom-made programs on the subject. Through the session they not only facilitate better skills in the department of communications, but also look into the problems that come in the way of being able to convey messages effectively. They discuss these issues with the management and then sought to design programs accordingly


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