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Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
1
Section 22.1
The Workplace Environment
Section 22.2
Workplace Relationship Challenges
Chapter 22
Chapter Workplace Relationships22
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
2
• Workplace relationships differ from outside friendships.
• Following guidelines for good relationships with coworkers and supervisors can help create a positive work environment.
Section 22.1 The Workplace Environment
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
3
Content Vocabulary Academic Vocabulary
etiquettesupervisor
contributeobjective
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
4
Why the Workplace is Different
• Workplace relationships are different from other types of relationships.
• Base your working relationships on achieving common goals.
What are some possible positive results from positive working relationships?
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
5
You and Your Coworkers
• Good workplace relationships can make the job more enjoyable and contribute to productivity.
• Speaking, listening, and writing skills are important communication skills.
contribute
Play a significant part in bringing about a result.
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
6
You and Your Supervisor
• To get along with your supervisor, you need to accept authority, take initiative, and respond well to criticism.
• Constructive criticism is feedback that offers suggestions for learning and improvement.
supervisor
The person responsible for making sure people do the work necessary to complete projects and achieve goals.
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
7
• Conflicts, stereotyping, rivalries, and harassment are common problems that impact workplace relationships.
• It is best to keep personal matters out of the workplace.
• Sometimes it can be challenging to balance work life and personal life.
Section 22.2 Workplace Relationship Challenges
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
8
Content Vocabulary Academic Vocabulary
third partyrivalryresentment
neutralalternate
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
9
Managing Workplace Personalities
• Occasional workplace problems will occur.• Common problems include conflicts, stereotyping,
rivalries, and harassment.• It is important to use conflict resolution skills to
work out conflicts.• Avoid thinking in terms of stereotypes.• Treat people as individuals rather than part of a
group.
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
10
Managing Workplace Personalities
• Workplace rivalries should motivate individuals, not cause hard feelings.
• Workplace harassment takes the form of taunting, intimidation, and threats.
• Companies are supposed to adopt and enforce policies that prevent and punish harassing behavior.
rivalry
A situation in which people compete to gain an advantage.
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
11
Work Life vs. Personal Life
• It is important to balance commitments to work, family, and friends.
• Balance protects you from stress and helps you become a better worker.
• Have a back-up plan if personal matters threaten to disrupt the workplace.
How do you balance your commitments?
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
12
Chapter Summary Section 22.1
• Workplace relationships differ from friendships in several ways.
• Do your part, work cooperatively, and communicate clearly to help you get along with coworkers.
• Workplace etiquette is a matter of being respectful and considerate.
• To get along with your supervisor, you need to accept authority, take initiative, and respond appropriately to criticism.
The Workplace Environment
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
13
Chapter Summary Section 22.2
• Problems can arise in workplace relationships just as they can in other types of relationships.
• Conflicts, stereotyping, rivalries, and harassment are examples of workplace problems that you may encounter on the job.
• It is important to keep work and personal life separate and maintain a healthy balance of both.
Workplace Relationship Challenges
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
14
ReviewReview
Start
Do you remember the vocabulary terms from this chapter? Use the following slides to check your knowledge of the definitions.
The slides in this section include both English and Spanish terms and definitions.
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
15
etiquette etiquetaBehavior based on showing consideration and respect for other people.
Comportamiento basado en mostrar consideración y respeto por otras personas.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
16
supervisor supervisorThe person responsible for making sure people do the work necessary to complete projects and achieve goals.
Persona responsable de que las personas hagan el trabajo necesario para completar proyectos y alcanzar metas.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
17
contribute contribuirPlay a significant part in bringing about a result.
Desempeñar un papel significativo en obtener un resultado.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
18
objective objectivoDetached or fair. Imparcial o justo.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
19
third party tercer actorA person who is not directly involved in or affected by a situation.
Persona que no está involucrada directamente en o afectada por una situación.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
20
rivalry rivalidad
A situation in which people compete to gain an advantage.
Situación en la que las personas compiten para ganar ventajas.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
21
resentment resentimientoOngoing anger caused by a sense of having been badly treated.
Rabia causada por la sensación de haber sido mal tratado.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
22
neutral neutralImpartial and unbiased. Imparcial y objetivo.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
23
alternate suplenteBack-up or alternative. De reserva o
alternativa.
Show Definition
Glencoe Managing Life Skills Chapter 22 Workplace Relationships
Chapter 22 Workplace Relationships
24
End of
Chapter 1 End OfChapter 22