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Business Etiquette
Business etiquette is in essence about building
relationships with people. In the business world, it ispeople that influence your success or failure. Etiquette,
and in particular business etiquette, is simply a means of
maximizing your business potential.
If you feel comfortable around someone and vice versa,
better communication and mutual trust will develop. This
comfort zone is realized through presenting yourself effectively. Business etiquette helps you achieve this.
Business etiquette revolves around two things. Firstly,
thoughtful consideration of the interests and feelings of
others and secondly, minimizing misunderstandings.
Both are dependent upon self conduct. Business etiquette
polishes this conduct.Business etiquette varies from region to region and
country to country. For the international business person,
focusing too deeply on international business etiquette
would leave no time for business. However, there are
some key pillars upon which good business etiquette is
built.
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Behavior
Your manners and attitude will speak volumes about you.
They will point to your inner character. If you comeacross selfish, undisciplined or uncouth your relationship
is unlikely to prosper. Appropriate business etiquette
promotes positive traits.
Honesty
A reputation for delivering what you say will deliver goes
a long way in the business world. Remember, a reputationfor integrity is slowly gained but quickly lost.
Understanding a particular country's business etiquette
provides a framework in which you can work without fear
of crossing boundaries in terms of agreements, promises
and contracts.
Character
Your character refers to what you as an individual bring
to the business table. Proper business etiquette allows you
to exhibit your positive qualities. For example, knowing
when to be passionate and not emotional or self-confident
without being arrogant. Just through learning another's
business etiquette you demonstrate an open-mindednesswhich will earn respect.
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Sensitivity
Sensitivity and consideration underlie all good business
etiquette. Being prepared for foreign ways and methodsand responding thoughtfully is achieved through
experience and business etiquette know-how. By avoiding
misunderstandings and misinterpretations through
business etiquette you lay foundations for a strong
business relationship.
Diplomacy Avoiding thoughtless words and actions protects you
from negative consequences. Impulse often leads a
business person astray. Business etiquette encourages the
careful thought of the interests of others and choosing
acceptable forms of expression.
Appearance
Dressing appropriately, standing and sitting in the right
place at the right time, good posture and looking
physically presentable are all elements in making a good
impression. Business etiquette teaches you how to
suitably present yourself and what to avoid.
Analyzing, understanding and implementing the above
will help you recognize what business etiquette is and
how it should be employed within the business world.
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For the international business person business, etiquette
acts as a key. It locks the doors of poor communication
and misunderstandings and opens doors to successful
business relationships.
Organizational culture:
Organizational culture is the collective behaviour of people that are part of an organization, it is also formed
by the organization values, visions, norms, working
language, systems, and symbols, it includes beliefs and
habits. It is also the pattern of such collective behaviours
and assumptions that are taught to new organizational
members as a way of perceiving, and even thinking and
feeling. Organizational culture affect the way people andgroups interact with each other, with clients, and with
stakeholders.
Organizational culture is shaped by multiple factors,
including the following:
External environment Industry
Size and nature of the organization’s workforce
Technologies the organization uses
The organization’s history and ownership
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Elements of the Cultural Web
The Cultural Web identifies six interrelated elements that
help to make up what Johnson and Scholes call the
"paradigm" – the pattern or model – of the work
environment. By analyzing the factors in each, you can
begin to see the bigger picture of your culture: what is
working, what isn't working, and what needs to be
changed. The six elements are:
1. Stories – The past events and people talked about
inside and outside the company. Who and what the
company chooses to immortalize says a great deal
about what it values, and perceives as great behavior.
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2. Rituals and Routines – The daily behavior and
actions of people that signal acceptable behavior.
This determines what is expected to happen in given
situations, and what is valued by management.3. Symbols – The visual representations of the company
including logos, how plush the offices are, and the
formal or informal dress codes.
4. Organizational Structure - This includes both the
structure defined by the organization chart, and the
unwritten lines of power and influence that indicate
whose contributions are most valued.
5. Control Systems - The ways that the organization is
controlled. These include financial systems, quality
systems, and rewards (including the way they are
measured and distributed within the organization.)
6. Power Structures - The pockets of real power in the
company. This may involve one or two key seniorexecutives, a whole group of executives, or even a
department. The key is that these people have the
greatest amount of influence on decisions, operations,
and strategic direction.
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Types of organizational cultures
The diverse organizational cultures that mold the structure
of a business acumen are as follows:
Normative Culture
In a normative organization, the organization stresses on
implementing the organizational procedures in the correctmanner, and according to the norms and rules defined.
This kind of culture is perceived to portray a high
standard of business ethics.
Pragmatic Culture
In contrast to normative cultures, stress is laid onsatisfying the wish of their clients. In this type of
organizational structure, the client is virtually deified. The
prime concern of every employee is to cater to the needs
of the client, attain, and retain the business they may
invite through the clients.
Academy Culture In this kind of culture, employees are highly skilled, and
the organization provides an environment for the
development, and honing of employee skills. Examples of
this kind of culture are hospitals, universities, and large
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corporations. Employees tend to stay with the
organization, and grow with(in) it.
Collaborate Work Culture Often referred to as clan culture, an organization that
adopts a collaborate culture offers a congenial and
amiable environment to work in. The feeling one derives
while working in this type of organization is that of
comfort and coercive motivation. This organization
consists of superiors who provide more of guidance, and
less of governance. The organization is based on worker-
welfare, where you have the employees' interest in the
foreground with his skills valued, and performances
handsomely rewarded. Insinuating and developing
teamwork is the most vital element of the organization.
Adhocracy Work Culture It is a type of organization that is tamponed to provide an
environment to accrue one's creative acumen. Ideas are
encouraged, and out-of-the-box thinking is an appendage-
cum-motto. Dynamism is defined best when the
workforce has the free will to conceive an out-of-the-
ordinary idea; the development of which, may lead to
success; inadvertently, to higher levels of morale, andmonetary incentives.
Baseball Team Culture
In this kind of culture, the employees are 'free agents', and
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are highly prized. These employees find employment
easily in any organization, and are highly in demand.
There is, however, a considerable amount of risk attached
to this culture, as it is very fast-paced. Examples of thiskind of culture are advertising, and investment banking, to
name a few.
Club Culture
Usually, the employees stay with the organization for a
long time, and get promoted to a senior post, or level.
These employees are hand-picked, and it is imperative
that they possess the specific skills required and desired,
by the organization. Examples of this kind of organization
are law firms, the military, etc.
Fortress Culture
Employees are not sure if the will be laid off or not by theorganization. Very often, this organization undergoes
massive changes. Few examples of this type of culture are
loans and savings, large car companies, etc.
Macho Culture
The most important aspect of this kind of culture is big
rewards, and quick feedback. This kind of culture ismostly associated with quick financial activities; like,
brokerage, and currency trading. It can also be related to
activities, like, a sports team, a police team, or branding
of an athlete. This kind of culture is does not eschew high
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levels of stress; instead they are known to reach the
apotheosis of efficiency. The employees are expected to
possess a strong mentality for survival in the organization.
Work Hard/Play Hard Culture This type of organization does not involve much risk, as
the organizations, already, consist of a firm base coupled
with a strong client relationship. This kind of culture is
predominantly opted by the large-scaled organizations
that have gained their customers' trust and support;
subsequently rolling out a steadfast customer help service.
The organization, with this kind of culture, is equipped
with specialized jargons, and is qualified with multiple-
team meetings.
Bet Your Company Culture
In this kind of culture, the company makes big, andimportant decisions over high stake endeavors. It takes
time to see the consequence of these decisions.
Companies that postulate experimental projects, and
researches as their core business proposition, adopt this
kind of culture; for instance, a company designing
experimental military weapons may implement the said
type of culture.
Process Culture
This type of culture does not include the process of
feedback. In this kind of culture, the organization is
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extremely cautious about the adherence to laws, and
prefers to abide by them. This culture bestows
consistency upon the organization, predominantly meant
for public services.
One of the most difficult tasks to undertake in an
organization, is to change its work culture. A change in
the organizational culture requires an organization to
make amendments to its policies, workplace ethics, and
management system. It needs to start right from its base
functions; including, support functions, operations, and
the production floor, which finally affects the overall
output of the organization. It requires a complete overhaul
of the entire system, and not many organizations prefer it
as the process is a long, and tedious one, which requires
patience, and endurance. However, when an organization
succeeds in making a change on such a massive level, theresults are almost always positive, and fruitful. The
different types of organizational cultures aforementioned,
surely, must have helped you to understand them. You
can also adopt one of them for your own organization;
however, persistence, and patience, ultimately, is the
essence.
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SELF - DIALOGUE:
Intrapersonal communication is language use or thought
internal to the communicator. It can be useful to envisionintrapersonal communication occurring in the mind of
the individual in a model which contains a sender,
receiver, and feedback loop.
Self-dialogue involves a constant process of demarcation
and interaction between "I" and "me," between the speak
able and the unspeakable, and between what is said andwhat is meant....
Self-dialogue is a fundamental process of expression; it
mediates between self-image and social experience; it is
regulated by ontological limits, cultural norms, and social
rules; and it serves as an adaptive mechanism for self-
presentation, identity acquisition, stress management,health maintenance, and personal integration.
Yourself talk influences your moods, emotions, and
ultimately your behavior
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THREE CHARACTERISTICS
OF SELF TALK:
rationality Trained minds learn to think more positively,
logically, and systematically.
specificity
Self talk becomes conditioned to success and
failure events, changing dramatically basedon the mindset created in particular
situations.
automaticity
Extensive repetition creates highly automatic
thoughts, called beliefs.
Automaticity of self talk is a two-edged sword
when examining its impact on performance.
TYPES OF SELF TALK
Positive Affirmations thoughts that focus on your desirable
characteristics and qualities
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Goals
thoughts that keep your mind positively focused
on the task-at-hand, promote high effort, andenhance persistence
Appraisals
thoughts that determine the degree to which a
situation is perceived as threatening or
challenging
Self talk reprogramming promotes appraisingproblems as challenges or opportunities to learn
and grow rather than threats and opportunities to
fail.
Attributions
Reasons or explanations of success and failure Self talk reprogramming encourages
performers to attribute success and failure to
factors they can control and change, such as
effort, ability, and degree of preparedness
Cue Words
Quick reminders used during practice and
competition
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Keep the mind positively focused on process-
oriented, present-focused reminders that
should facilitate performance
USES OF SELF TALK:
Elevate Motivation
Intrinsic motivation occurs when athletes feel
competent and in control . Self talkreprogramming should emphasize these
factors
Enhance Focus/Concentration
Self talk helps athletes focus on their
priorities and goals, rather than on
distractions
Manage Stress
Controlling self talk, particularly limiting
negative or self-defeating thoughts, helps to
minimize the amount of stress athletes
experience
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Boost Self-Confidence
Persuasive self talk can convince athletes that
they possess the competence and preparation to be successful
Maximize Skill Development and Performance
Cues and goals can help athletes remain
focused on performance-relevant cues while
disregarding and avoiding irrelevant
distracter cues during skill development andperformance.
Emotional intelligence:
Emotional intelligence (EI) is the ability to identify,assess, and control the emotions of oneself, of others, and
of groups. Various models and definitions have been
proposed of which the ability and trait EI models are the
most widely accepted in the scientific literature.
The Four Branches of Emotional Intelligence
Salovey and Mayer proposed a model that identified fourdifferent factors of emotional intelligence: the perception
of emotion, the ability reason using emotions, the ability
to understand emotion and the ability to manage
emotions.
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1. Perceiving Emotions: The first step in understanding
emotions is to accurately perceive them. In many
cases, this might involve understanding nonverbal
signals such as body language and facial expressions.
2. Reasoning With Emotions: The next step involves
using emotions to promote thinking and cognitive
activity. Emotions help prioritize what we pay
attention and react to; we respond emotionally tothings that garner our attention.
3. Understanding Emotions: The emotions that we
perceive can carry a wide variety of meanings. If
someone is expressing angry emotions, the observer
must interpret the cause of their anger and what itmight mean. For example, if your boss is acting
angry, it might mean that he is dissatisfied with your
work; or it could be because he got a speeding ticket
on his way to work that morning or that he's been
fighting with his wife.
4. Managing Emotions: The ability to manage emotions
effectively is a key part of emotional intelligence.
Regulating emotions, responding appropriately and
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responding to the emotions of others are all important
aspect of emotional management.
Measuring Emotional Intelligence:
Reuven Bar-On’s EQ-i
A self-report test designed to measure competencies
including awareness, stress tolerance, problem
solving, and happiness. According to Bar-On,
“Emotional intelligence is an array of non-cognitive
capabilities, competencies, and skills that influence
one’s ability to succeed in coping with environmental
demands and pressures.”
Multifactor Emotional Intelligence Scale (MEIS)An ability-based test in which test-takers perform
tasks designed to assess their ability to perceive,
identify, understand, and utilize emotions.
Seligman Attributional Style Questionnaire (SASQ)
Originally designed as a screening test for the life
insurance company Metropolitan Life, the SASQ
measures optimism and pessimism.
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Emotional Competence Inventory (ECI)
Based on an older instrument known as the Self-
Assessment Questionnaire, the ECI involves having
people who know the individual offer ratings of that person’s abilities on a number of different emotional
competencies.
self-worth
self-worth as a measure of the availability of our
Spirit or Being Self to believe in ourselves. Self-
worth comes from a source on the INSIDE of us. We
create it through Faith, by acting on the singular
belief that we matter. Self-worth is the foundation of
our ability to believe in ourselves.
Healthy self-worth is usually experientially learned in
a loving family-of-origin where the children are
consistently treated as valued members of the
family. Because they experience consistent love and
respect they become adults who readily express
their self-worth through their ongoing respectful
treatment of self and others. Of course, many
people grew up in ego-damaging families but they
can learn, as adults, how to therapeutically repair
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their damaged felt sense of self so they too can feel
increasingly at home in a positive relationship with
self.
Self-worth does not mean esteem without results.
Self-worth is about valuing self. It is actualized
through the relationship each of us has with our self.
It therefore includes our commitment to take care of
our physical and emotional health. It includes our
willingness to participate in loving and life-enhancing
relationships. When necessary, it also includes our
willingness to be self-protective. People with a
healthy sense of self-worth do not knowingly harm
themselves and, in personal and professional
relationships, they do not allow others to harm
them. Individuals with self-worth accept
responsibility for themselves and consequently, they
do not abandon themselves. Because self-worth is
independent of achievements, people with healthy
self-worth can take on challenges free of internal
sabotage and a fear of failure. They can risk failure
because, for them, failure at a task does not make
them a failure.
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Professional ethics
Professional ethics encompass the personal and
corporate standards of behavior expected of professionals.
Components
A number of professional organizations define
their ethical approach as a number of discrete
components. Typically these include:
Honesty
Honesty in act
Honesty in Speech
Honesty in beliefs
Integrity
Moral integrity refers to the unity on the basis of
moral concern and honesty. Integrity is the unity
between responsibility of an individual in his
personal and professional life.
Transparency
One should not do unethical acts like forgery etc.
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Accountability
It means having a feeling of responsibility .
Confidentiality
There should be complete reliability from employees
side towards the company about the confidential
matters.
Objective
Employee need to focus its attention towards
commitment and understanding the actions such as
courage, self-discipline, perseverance, loyalty to
commitments, self respect and integrity.
Respectful
giving respect to other people as an individual. Asper this, we have responsibility to show recognition –
respect towards others and we should respect the
rights of others as a sense of our own rights.
Within the law
Whatever activity is performed should be right fromthe legal aspect.
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How to practice Professional Ethics?
Here 3 criteria is mentioned to practice
Professional Ethics
1. Knowledge
The job must include complicated skills,
theoretical knowledge, a clear judgment and
caution. Preparation of a person to do a job
requires some formal education like technical
studies as well as humanistic studies. Thisincludes professional ethics.
2. Organization
Some organizations must be formed for the
profession. These must be accepted by the public
to set the standards for that profession, writingcode of professional ethics and also these
organizations have to represent that profession to
the public. For e.g. societies like ISTE and IEEE.
3. Public Good
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The job must help the public by doing a favor to
them quoted in its code of ethics.
So generally it can be said that an occupation isconsidered as a profession only when
professionals have got all the above mentioned
criteria.