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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.

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Presentation on theme: "Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 1 Section 22.1 The Workplace Environment Section 22.2."— Presentation transcript:

1 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 Relationships 22

2 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

3 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 3 Content Vocabulary Academic Vocabulary etiquette supervisor contribute objective

4 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?

5 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.

6 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.

7 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

8 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 8 Content Vocabulary Academic Vocabulary third party rivalry resentment neutral alternate

9 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.

10 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.

11 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?

12 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

13 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

14 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 14 Review 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.

15 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 15 etiquette etiqueta Behavior based on showing consideration and respect for other people. Comportamiento basado en mostrar consideración y respeto por otras personas. Show Definition

16 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 16 supervisor The 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

17 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 17 contribute contribuir Play a significant part in bringing about a result. Desempeñar un papel significativo en obtener un resultado. Show Definition

18 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 18 objective objectivo Detached or fair. Imparcial o justo. Show Definition

19 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 19 third party tercer actor A 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

20 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

21 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 21 resentment resentimiento Ongoing anger caused by a sense of having been badly treated. Rabia causada por la sensación de haber sido mal tratado. Show Definition

22 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 22 neutral Impartial and unbiased. Imparcial y objetivo. Show Definition

23 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 23 alternate suplente Back-up or alternative. De reserva o alternativa. Show Definition

24 Glencoe Managing Life Skills Chapter 22 Workplace Relationships Chapter 22 Workplace Relationships 24 End of Chapter 1 End Of Chapter 22


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