skills for success after graduation

Culture & The Workplace 201 B. STATE UNIVERSITY IMPORTANT MESSAGE FOR_______________________________________________________________ CALLER________________________________DATE / TIME________________ PHONE____________________________________________________________ ☐☐ TELEPHONED ☐☐ PLEASE CALL ☐☐ CAME TO SEE YOU ☐☐ WILL CALL AGAIN ☐☐ WANTS TO SEE YOU ☐☐ URGENT ☐☐ RETURNED YOUR CALL MESSAGE__________________________________________________________ ___________________________________________________________________ _____________________________________________________________ SIGNED ___________________________________________________________ ___________________________________________________________________ _____________________________________________________________ ACTING OUT! Get into pairs. Choose one of the situations below and perform a telephone conversation. Situation 1 A: You are a customer. You have just bought a computer. You are calling the company to place a complaint. B: You are the secretary. Talk to the customer and take his/her message. Situation 2 A: You are a student. You have an appointment with your professor but you cannot keep it because you have a terrible toothache and have to see your dentist. Call the professor’s secretary and leave a message. B: You are Prof. Lindsay’s secretary. Answer the phone and take the message. Situation 3 A: You are a research assistant. Call Prof. Cummins. It is about the new freshman, Gary Miles. He is far behind on his first year project. You would like to get some advice. B: You are Prof. Cummins’ secretary. Answer the phone and take the message.

202 Unit 5 LANGUAGE STUDY COMPARATIVES – SUPERLATIVES With most one-syllable adjectives -er/ With most two or more syllable -est is used adjectives – more/ most is used Doing business in some countries is The result of the survey reveals that the (much/a lot/far/a little/ a bit) harder than recession has made life (much/a lot/far/a in others due to certain restrictions they little/a bit) more difficult for them. impose. The most challenging task this year was to This is the hardest assignment I’ve ever compile the survey results. worked on. Less and least are used before nouns or As (adjective/adverb) as two or more syllable adjectives My office is less noisy than yours. Older workers are (just/nearly/almost) as There is less noise in my office room than productive as younger ones, according to in yours. research. She gets the least pay for this highly These new ink printers in our offices demanding job. are not (quite/nearly) as efficient as the traditional toner printers. Repetition of a comparative Our new secretary is as efficient as the With more investments, the city has been previous one. attracting more and more tourists. Our new secretary works as efficiently as Farther vs. further the previous one. We need to hear further details to clarify Double Comparatives this point. The more incentives you provide to the Kizilay is farther to Bilkent University workers, the better performance you will than it is to METU. get. Like / alike /the same as/ similar to/ different from The two cities look very much alike. The two cities look like one another. The new proposal is almost the same as the previous one.

Culture & The Workplace 203 Fill in the blanks with the words/phrases in the list. as simple as more complex the more productive further more aware more and more As we continue to move ahead in the new millennium, we are a) _______________ of what can be done with technology today and in the future in order to lower the number of people with disabilities who are unemployed. With the use of technological advancements now widespread in business and industry, b) _______________ formerly “disabled” people are entering the workplace. In many cases, the employee who has a disability may have to utilize technological accommodations to do a specific job. Some advancement is c) _______________ a large screen monitor for people who are visually impaired or a wrist or back support for those with repetitive motion syndrome. Other devices are d) _______________, like the computer technology that allows a person with severe physical, mobility- affecting disabilities to communicate with co-workers on an equal playing field. There seems to be e) _______________technological accommodations available for people with physical disabilities. For the dyslexic and the visually impaired, for example, there are systems that can scan printed material into a computer, which then reads it aloud to the user. It can be concluded that g) the more disabled workers are supported with proper technology, f ) _________________ they become in the workplace. Paraphrase the following statements using the phrases in parentheses. 1. I have had a hard time completing the requirements for this in-house training program when compared to last year’s orientation sessions. (far more demanding ) ___________________________________________________________ ___________________________________________________________ 2. A visitor will not have to spend much here as all other cities in this country are more expensive than this one. (the least…among all) ___________________________________________________________ ___________________________________________________________

204 Unit 5 3. Don’t worry! You will get used to operating this machine if you use it often. (The more…the easier) ___________________________________________________________ ___________________________________________________________ 4. We recommend you eat at the restaurant at the corner as you will waste time walking to the Chinese restaurant. (farther) ___________________________________________________________ ___________________________________________________________ 5. Current workplace safety rules do not seem to be sufficient for emergency situations. (further precautions) ___________________________________________________________ ___________________________________________________________ 6. Don’t you think Martin and Steve look like twins? (very much alike) ___________________________________________________________ ___________________________________________________________ 7. Compared to the chaotic economic environment last year, we are doing much better this year. (not nearly as severe) ___________________________________________________________ ___________________________________________________________ KEEP IN TOUCH You will find an article or a news item as you did in Unit 1. You will talk about: • Where you found it • When you found it • What it is about (short summary) • Why you wanted to share it with us (significance)

205 UNIT 1 APPENDICES APPENDIX A HOLLAND CAREER CHOICE INVENTORY Name-Surname : Date: Department, Year : Read each item carefully and mark with an (x). NO ITEMS LIKE NEUTRAL 1. Learn how birds migrate DISLIKE 2. Teach people a new hobby 3. Use personal observation for weather forecast () () () 4. Investigate plant diseases () () () 5. Calculate interest of the money in the bank () () () () () () account () () () 6. Design and draw pictures 7. Hire someone to execute a job () () () 8. Visit a science museum () () () 9. Shine glass lenses () () () 10. Examine modern writers’ writing styles () () () 11. Use lab instruments such as a microscope () () () 12. Keep the inventory of a store () () () 13. Design a bird feeder () () () 14. Form a team for a game () () () 15. Design a new marketing campaign () () () 16. Chair a meeting () () () 17. Investigate the effects of vitamins on animals () () () 18. Manage a small-size company () () () 19. Write instructions on how to use a machine () () () 20. Plan work for others () () () 21. Participate in small group discussions () () () 22. Read about a new surgical operation () () () () () ()

206 23. Find errors in a budgetary calculation () () () 24. Find errors in a report draft () () () 25. Make plans and graphics () () () 26. Fix a tree damaged after a storm () () () 27. Examine products to find their deficiencies () () () 28. Do business on the telephone () () () 29. Help people in emergencies () () () 30. Manage finances of an organization () () () 31. Compose or arrange music () () () 32. Compose thematic music for films () () () 33. Develop new rules and policies () () () 34. Study biology () () () 35. Join campaign for a political organization () () () 36. Select, gather or collect objects () () () 37. Work in a social development project () () () 38. Learn how to mend a typewriter () () () 39. Read books about the center of the world, the sun ( ) ( ) ( ) and stars 40. Adjust watch to keep exact timing () () () 41. Learn how the brain functions () () () 42. Take creative photographs () () () 43. Keep budget of the expenses () () () 44. Play in a band () () () 45. Play in a jazz band () () () 46. Budget for a group or club () () () 47. Investigate reasons for an earthquake () () () 48. Participate in a course offered by a famous () () () scienceperson 49. Collaborate with others on a project () () () 50. Write a film scenario () () () 51. Interview employees on their complaints about the () () () company 52. Make furniture () () () 53. Learn how to cut and polish valuable stones () () () 54. Applying first aid to an injured person () () () 55. Selecting musical pieces to be played on a local () () () radio station

56. Work in Provincial Council 207 57. Prepare and interpret budgetary reports 58. Try to help a dangerous person () () () 59. Use an electronic device () () () 60. Demonstrate children how to play games or do () () () () () () sports () () () 61. Watch a professional fix a tv 62. Draw pictures which depict a magazine story () () () 63. Show the way to the visitors () () () 64. Learn how other people are convinced that a () () () () () () problem can be solved 65. Organize a trip to an exhibition () () () 66. Counsel drug addicts () () () 67. Read business newspapers or journals () () () 68. Learn about formation of the stars () () () 69. Collect instalment payments () () () 70. Operate a slide or film projector () () () 71. Observe and classify butterfiles () () () 72. Design a metal sculpture () () () 73. Explain people their legal rights () () () 74. Write short stories () () () 75. Help people make financial decisions () () () 76. Draw up income tax rate () () () 77. Receive a certificate, plate or certificate of honor () () () 78. Write critiques for plays, musicals, and the like () () () 79. Make monthly budget () () () 80. Explore wildlife in a pond or lake () () () 81. Act in a play () () () 82. Make picture frame () () () 83. Go on business trips () () () 84. Look ot for forest fires () () () 85. Promote a new mall () () () 86. Establish an accountancy system () () () 87. Defuse an argument between friends () () () 88. Help someone make an important decision () () () 89. Calculate transportation costs () () () 90. Entertain people by telling jokes and stories () () ()

208 HOLLAND CAREER CHOICE POINTS SCHEDULE EXPLANATION: Tick the relevant boxes belonging to each category. Write the nomber of ticks under each category. If the highest number is LIKE, this shows the personality type of the questionnaire taker. If the highest number is DISLIKE, this shows the personality type that the questionnaire taker is far from. If high points mainly gather under the category of neutral, this shows that the questionnaire taker’s personality type has not been formed yet. LIKE NEUTRAL DISLIKE INVESTIGATOR 1,3,4,8,11,17,22,34 39,41,47,48,68,71,80 TOTAL INVESTIGATOR 6,10,14,31,32,42,44,45 50,62,7274,77,78,81 TOTAL SOCIAL 2,21,29,37,49,55,58,60 64,65,66,73,87,88,90 TOTAL ENTREPRENEUR 7,15,16,18,20,28,33,35 51,56,63,67,75,83,85 TOTAL TRADITIONAL 5,12,23,24,27,30,36,43 46,57,69,76,86,89 TOTAL REALIST 9,13,19,25,26,38,40,52 53,54,59,61,70,82,84 TOTAL

209 APPENDIX B PERSONALITY TEST General personality factors: According to Costa & McCrae, there are five categories to define personality, called The Big Five. This model consists of five personality factors on which individuals can be characterized: a. The Neuroticism factor represents individuals’ tendency to experience psychological distress (Costa & McCrae, 1992) and a general tendency toward emotional instability (Costa & McCrae, 1989). b. The Extraversion factor consists of a broad group of traits including sociability, activity, and the tendency to experience positive emotions such as joy and pleasure (Costa & McCrae, 1992). c. The Openness factor is defined as a tendency toward the imaginative and artistic, intellectual curiosity, behavioral flexibility, and being non- dogmatic in one’s attitudes and values (McCrae & Costa, 1992). d. The Agreeableness factor is primarily a dimension of interpersonal behavior. Individuals who are high on agreeableness are trusting, sympathetic, and cooperative, whereas individuals who are low on agreeableness are cynical, callous, and antagonistic (McCrae & Costa, 1992). e. The Conscientiousness factor is defined by the attributes of orderliness, self-discipline, deliberation, dependability, and competence (Costa & McCrae, 1989; Hogan & Ones, 1997). This structure has been used to measure personality in personnel selection and proved to be indicating personality-performance relations. References: Adapted from: “The Structure of Phenotypic Personality Traits “ by Lewis R. Goldberg . January 1993 . American Psychologist. Copyright 1993 by the American Psychological Association, Inc. 00O3-O66X/93/ S2.0O. Vol. 48, No. I, 26-34 retrieved Nov. 12 2011 And a paragraph directly taken from “Facets of Career Indecisiveness Emotional and Personality-Related Aspects of Career Decision-Making Difficulties:” Journal of Career Assessment 2011 19: 3 originally published online 13 September 2010 Itamar Gati, Reuma Gadassi, Noa Saka, Yael Hadadi, Neta Ansenberg, Ronit Friedmann and Lisa Asulin- Peretz retrieved 20.11.2011

210 PERSONALITY TEST Here are a number of characteristics that may or may not apply to you. Please write a number next to each statement to indicate the extent to which you agree or disagree with that statement. (1)Disagree strongly (2)Disagree a little (3)Neither agree or disagree (4)Agree a little (5)Agree strongly I see myself as someone who... 1. is talkative. 2. tends to find fault with others. 3. does a thorough job. 4. is depressed, blue. 5. is original, comes up with new ideas. 6. is reserved. 7. is helpful and unselfish with others. 8. can be somewhat careless. 9. is relaxed, handles stress well 10. is curious about many different things. 11. is full of energy. 12. starts quarrels with others. 13. is a realible worker. 14. can be tense. 15. is ingenious, a deep thinker. 16. generates a lot of enthusiasm. 17. has a forgiving nature. 18. tends to be disorganized. 19. worries a lot.

211 20. has an active imagination. 21. tends to be quiet. 22. is generally trusting. 23. tends to be lazy. 24. is emotionally stable, not easily upset. 25. is inventive. 26. has an assertive personality. 27. can be cold and aloof. 28. perseveres until the task is finished. 29. can be moody. 30. values artistic, aesthetic experiences. 31. is sometimes shy, inhibited. 32. is considerate and kind to almost everyone. 33. does things efficiently. 34. remains calm in tense situations. 35. prefers work that is routine. 36. is outgoing, sociable. 37. is sometimes rude to others. 38. makes plans and follows through with them. 39. gets nervous easily. 40. likes to reflect, play with ideas. 41. has few artistic interests. 42. likes to cooperate with others. 43. is easily distracted. 44. is sophisticated in art, music, or literature.

212 Only Agree Strongly (AS) and Disagree Strongly (DS) answers will be counted. EXTRAVERSION: 1(AS), 6(DS), 11(AS), 16(AS), 21(DS), AGREEABLENESS: 26(AS), 31(DS), 36(AS) CONSCIENCIOUSNESS: 2(DS), 7(AS), 12(DS), 17(AS), 22(AS), NEUROTICISM: 27(DS), 32(AS), 37(DS), 42(AS) OPENNESS: 3(AS), 8(DS), 13(AS), 18(DS), 23(DS), 28(AS), 33(AS), 38(AS), 43(DS) 4(AS), 9(DS), 14(AS), 19(AS), 24(DS), 29(AS), 34(DS), 39(AS) 5(AS), 10(AS), 15(AS), 20(AS), 25(AS), 30(AS), 35(DS), 40(AS), 41(DS), 44(AS) References: (Copyright 1991 by Oliver P. John. Reprinted with permission. Chapter 4. “The Big Five Trait Taxonomy: History, Measurement and Theoretical Perspectives. Oliver P. John and Sanjoy Srivastava. p. 132) INTERPRETATION: Basic Tendencies Characteristic Adaptations Extraversion: Gregariousness (a preference for Social skills, numerous friendships, companionship and social stimulation) enterprising vocational interests, participation in sports, club memberships Openness to Experience: Actions (a need for Interest in travel, many different hobbies, variety, novelty and change) knowledge of foreign cuisine, diverse vocational interests, friends who share tastes Agreeableness: Compliance ( a willingness to Forgiving attitudes, belief in cooperation, defer to others during interpersonal conflict) inoffensive language, reputation as a pushover Conscientiousness: Achievement striving Leadership skills, long-term plans, organized (strong sense of purpose and high aspiration support network, technical expertise levels) Neuroticism: Depression, a tendency to Low self-esteem, irrational perfectionistic experience dysphoric effect – sadness, beliefs, pessimistic attitudes hopelessness, guilt References: The Big Five Inventory. Reference: A five-factor theory of personality. Robert R. Mc Crae and Paul T. Costa, Jr. Chapter 5. p. 143. 1999. The Guilford Press. Handbook of Personality. Theory and Research. Edited by Lawrence a. Pervin and Oliver P. John

213 UNIT 2 APPENDIX A CV-EDUCATION Robert Ward 1 Anyroad, Anytown AN1 1CV Telephone: 01632 960 238 Email: [email protected] PROFFESSIONAL PROFILE A versatile and dynamic professional with a successful background delivering substantial improvements in standards of teaching and learning. A competent strategist with the proven ability to influence policy and developments to enable a direct impact on children’s education. Possesses excellent interpersonal, communication and negotiation skills and the ability to develop mutually beneficial partnerships both internally and externally. A motivational and inspirational leader capable of coaching and empowering teaching staff to enable them to fulfil their potential whilst ensuring that they make a positive contribution to the achievement of objectives. CAREER SUMMARY 2006–date SPECIALIST SCHOOLING TRUST, LONDON Designation Management Coordinator • Managing the dedicated team of 11 staff responsible for advising schools on designation and re-designation as specialist schools with a budget of £3.5 million • Establishing and maintaining mutually beneficial relationships with DCSF, TDA and YST, including working with DCSF regarding policy decisions for specialist schools • Playing a pivotal role in the formulation of new policies, the preparation of bids and the management of £400K of commercial activities • Producing comprehensive on-line guidance documents for schools as well as creating professional development courses and delivering the same to middle leaders • Preparing and delivering highly effective presentations to senior staff in schools across the country while also presenting seminars to school governors Key Achievements • Actively involved in a major change initiative to the re-designation process involving informing schools, training staff and providing feedback to DCSF

214 1996–2006 ORANGEMORE COLLEGE, PORTSMOUTH 2000–2006 Assistant Principal / Vice Principal • Fully accountable for Curriculum Development within the school and for driving improvements in teaching and learning while controlling the annual budget of £400K • Playing a lead role in encouraging the strategic utilisation of ICT within all areas of the curriculum • Providing management and support to Assistant Principals and Advanced Skills Teachers and contributing to their professional development Key Achievements • Personally responsible for the management of three successful re-designation bids for specialist status whilst also successfully achieving Training School status • Winning numerous grant awards and sponsorships as a direct result of managing negotiation processes with local companies • Contributing directly to the school moving from 35% 5 A*–Cs to 50% whilst in charge of teaching and learning • Winning the Granada Award for Schools Work in the Community in recognition for community work undertaken at the College 1996–2000 Head of Humanities & ICT Coordinator • Responsible for the management of the humanities faculty while coordinating the delivery of ICT across the curriculum Key Achievements • Leading the strategic development of ICT and overseeing major developments and purchases • Managing the introduction of one of the first school remote access facilities in the country as well as coordinating DCSF funded video-conferencing projects • Developing new courses within Humanities with considerable success enjoyed in examination results CAREER SUMMARY cont. 1989-1996 WATERGATE COMMUNITY COLLEGE, WATERGATE Head of Humanities & Professional Mentor • Managing the Initial Teacher Training & Professional Development and initiating the mentoring programme for trainee teachers Key Achievements • Writing and implementing a new appraisal policy to facilitate substantial improvements in performance management • Making a significant personal contribution to curriculum development using cross-curricular themes • Leading the College’s environmental work resulting in it winning the Radio Solent’s Environmental Challenge in 1996

215 1980-–1989 THE QUEEN’S SCHOOL, NEWTOWN i/c Lower School Humanities • Successfully coordinating disparate members of staff from different departments to deliver an integrated humanities course covering history, geography and RE Key Achievements • Spearheading the development of resources including the use of visual-audio and information technology EDUCATION AND QUALIFICATIONS NPQH: National Professional Qualification for Headship PGCE: Geography BA (Hons): Geography – 2:1 3 A Levels: English, French and Geography 8 O Levels: Including English and Mathematics PROFESSIONAL DEVELOPMENT • Ofsted and Inspection Framework (Key Note Speaker) • Raise Online • SSAT’s Data Enabler Toolkit • Certificate in Further Professional Studies PUBLICATIONS • Globalising the curriculum (published in Teaching History, AG Publications, September 2008) FURTHER SKILLS IT Proficiency: Word, Excel, Access, Fireworks, Publisher, Photoshop, Internet and Email Intermediate French Languages: INTERESTS AND ACTIVITIES Currently include: Hill Walking, Football, Cricket, Rugby Union and Reading (Classics & History) REFERENCES ARE AVAILABLE ON REQUEST

APPENDIX B 216 CV-ELECTRONICS RICKY WOOLF 1 Any Road, Anytown AN1 1CV Telephone: 01632 960 898 (Home); 07700 900 138 (Mobile) Email: [email protected] PROFESSIONAL PROFILE A committed and proactive professional who specialises in the use of embedded design and programming techniques to develop creative and innovative robotic systems tailored towards specific project requirements. Quick to assimilate new ideas, concepts and cutting- edge technologies whilst demonstrating a logical and analytical approach to solving complex problems and issues. Able to work well on own initiative while demonstrating the organisation and prioritisation required to achieve tight deadlines and deliverables. A motivational and inspirational leader who enjoys being part of a successful and productive team, and thrives in highly pressurised and challenging working environments. OBJECTIVE Currently looking for a new and challenging position, one which will make best use of existing skills and experience while enabling further personal and professional development. EDUCATION AND QUALIFICATIONS MSc Embedded Systems and Robotics – Distinction (2003) Thesis: Compact Motion Tracking System for Human Rehabilitation BSc Computer Science with Robotics & Intelligent Machines – 2.1 (2002) Thesis: 2D Mapping Mobile Robots in Unstructured Environments Mathematics, Mechatronic Systems, Applied Dynamics and College Courses Electrical Control Theory KEY TECHNICAL SKILLS • Assembler, Embedded C, C++, Visual MFC, Linux, Java, OpenGL, Handle-C and VHDL CAREER SUMMARY 2005–date Mobile Robotics Ltd, London SENIOR RESEARCH ASSISTANT • Playing a lead role in the research team tasked with developing a range of underwater robotic research vehicles, a £2.2 million project funded by the London Zoo • Actively involved in the commercial aspects of the project to facilitate the achievement of demanding deadlines and deliverables, enabling the project to proceed to the next phase • Providing a prompt and appropriate response to unforeseen mechanical and electrical design problems including making innovative decisions to prevent future repercussions • Successfully developing a range of underwater robotic vehicles including both remote controlled and autonomous vehicles • Additionally developing and testing materials, control and navigation systems to facilitate the achievement of operational functionality

217 CAREER SUMMARY cont. 2003–2005 University of Exeter, Devon RESEARCH ASSISTANT • Specifically responsible for the design and development of a low-cost, accurate, unobtrusive sensor to enable in-home, unaided rehabilitation on behalf of stroke victims • Tasked with ensuring minimal hardware installation requirements within the patient’s home environment requiring the team to overcome the obstacles associated with the use of camera tracking and body markers to enable the accurate mapping of limb movements • Developing a wireless system using the Bluetooth protocol to minimise the problems usually associated with the weight of systems, the restriction of movement and visible wiring • Overcoming the charging issues common with using very small batteries by designing a system that can be inductance charged at the end of each session POSTGRADUATE TEACHING ASSISTANT • Assisting with the delivery of laboratory sessions to undergraduates in the following subjects: Embedded Programming; C/C++ Programming; Electronic Hardware Design (PCB Design); Robotic Control Systems 1990–1998 UVW Engineering Ltd, Cuckfield TECHNICAL ENGINEER • Responsible for the repair and maintenance of agricultural vehicles including overhauling engines and transmission units and diagnosing and repairing faults VOLUNTARY WORK 2005–date University of Cambridge/University of Oxford MACHINE CONSCIOUSNESS LABORATORY • Actively involved in the resolution of design problems in the fields of electrical sensory feedback and mechanical systems within compliant anthropomimetic robotics PERSONAL DETAILS Driving Licence : Full/Clean Excellent; non-smoker Health : INTERESTS AND ACTIVITIES Currently include : Fitness Training, Cooking and Astronomy Currently learning German Other : REFERENCES ARE AVAILABLE ON REQUEST

APPENDIX C 218 CV-GRADUATE Hannah Singh 1 Any Road, Anytown AN1 1CV Telephone: 07700 900 389 Email: [email protected] Professional profile A highly qualified MBA student with a unique combination of skills and capabilities acquired during studies and work experience. Able to demonstrate strong customer focus combined with a proven commitment to the achievement of targets and business objectives. Works effectively on own initiative with the organisation and time management required to complete assignments on time and to the required quality standard. Enjoys being part of a successful and productive team and thrives in highly pressurised and challenging working environments. Objective Currently looking to secure a marketing internship within a forward thinking organisation, one that will make best use of existing skills and experience while enabling further personal and professional development. Education and qualifications MBA: Masters in Business Administration (Graduate October 2009) MASTA London School of Business (accredited by University of Scotland) MSc: Biotechnology (2007) Paramedical College, Whalgar University, Calcutta, India BSc: Biotechnology, Chemistry and Zoology (2005) Kanpur University, Kanpur, India Intermediate: Physics, Chemistry, Biology, English and Computer Science (2002) High School: Mathematics, Science, Social Science, English and Hindi (2000) Further skills IT Proficiency: Word, Excel, C++, Internet and Email Languages: Fluent English and Hindi; currently learning French Work experience 2007–2009 Customer Care Officer, Pensions R Us Ltd • Providing information and advice to employees of several major US hotel chains regarding their pensions plans • Advising on the availability of suitable pension plans and assisting with the transfer of plans from one fund to another Interests and activities Currently include: Photography, Drawing, Reading (autobiographies and science journals), Swimming, Football and Badminton

APPENDIX D 219 CV-TECHNICAL Phil Brown 1 Any Road, Anytown AN1 1CV Telephone: 07700 900 002 Email: [email protected] PROFESSIONAL PROFILE A dedicated and enthusiastic CCVP accredited professional who specialises in project managing innovative voice and data solutions to improve system stability, functionality and efficiency. Quick to familiarise himself with the latest technologies and industry developments while demonstrating a logical and analytical approach to solving complex problems and issues. Possesses excellent interpersonal and communication skills and the ability to develop and maintain positive internal and external relationships. Enjoys being part of, as well as leading, a successful and productive team and thrives in highly pressurised and challenging working environments. CAREER SUMMARY 2001–date BANK OF QUEBEC, Senior LAN/WAN & Voice Technical Analyst • Working as part of the Trading Services Group tasked with providing 1st, 2nd and 3rd line support to 200 users and 100 traders in London and 40 traders in 8 European offices • Generally responsible for the maintenance and programming of the Nortel/ Cisco data network including programming routing, MLT, SMLT, Trunks, VLANs, VLAN tagging and ACLs • Diagnosing and resolving faults with the BT ITS Netrix dealerboard system, Nortel CS1000e VoIP and Nicelog call logging system • Providing comprehensive support to end users of trading platforms including Bloomberg, Reuters, Orderboard and RDMS • Additionally involved in providing Wintel support including AD, Server 2003, NAS, blade servers and blade workstations • Developing and implementing procedures for new starters and leavers, and adding or deleting services in the bank Key Projects and Achievements • Playing a lead technical role in a major project to relocate to new offices including the implementation of new dealerboard/VoIP systems and a new Nortel/Cisco network • Fully accountable for planning the move phases relating to the data and voice infrastructure for the new offices and working with external vendors to install and configure equipment • Leading on the implementation of a new cabling/port database used to track all ports and connections in the infrastructure of the bank and producing procedures relating to moves/additions for audit purposes • Taking appropriate action in response to audit results to facilitate improvements to the infrastructure network and voice systems and, as a result, achieving perfect scores from the audit team in 2004 and 2005 • Negotiating and securing a new maintenance contract for the voice/ data systems resulting in substantial reductions in costs and a simultaneous improvement in SLA response times

220 2000–2001 NOKIA COMMUNICATIONS LTD, Senior Network Support Analyst • Providing management and support to a team of eight 2nd and 3rd line support technicians tasked with the maintenance and fault diagnosis of the extensive Centrica voice network supporting 20,000 users and AXA network supporting 15,000 users • Dialling into Mitel SX2000 and MD110 switches and collaborating with third- party suppliers to identify and rectify faults • Meeting regularly with suppliers and liaising with third-party vendors with responsibility for escalating faults to SDMs and account managers for resolution • Updating lines of business for priority faults and monitoring the team to ensure that issues are resolved in accordance with SLAs Key Achievements • Analysing procedures, escalation points and major faults and making subsequent recommendations to prevent the same problems from occurring CAREER SUMMARY cont. 1998–2000 EFG INFORMATION SYSTEMS, EFG Technician Level 6 • Working within a busy dealing room environment with responsibility for the support, installation and fault finding of EFG MX and EFG Tradenet sites • Supporting 150 traders including performing backups, amending records, adding/ceasing lines and implementing dealerboard changes 1997–1998 EASTMAN INSURANCE SERVICES LTD, IT Communications Technician • Providing 2nd line support for six Meridian and two ISDX networked switches involving the use of Eclipse to log all calls received • Responsible for the network infrastructure and for undertaking some project management for Meridian upgrades and moves • Utilising Memotec clusters, case smartmuxes and kilostreams for the installation and maintenance of the RS232 and X25 data network EDUCATION AND QUALIFICATIONS CCNA: Cisco Certified Network Associate CCVP: Cisco Certified Voice Professional BTEC: National Diploma in I.T. Applications PROFESSIONAL TRAINING • MD 1000 Admin & Maintenance • Telebusiness 200 Installation & Maintenance • VoIP • ISDN BRI/PRI Installation & Maintenance • Project Management • SX2000 Installation & Maintenance • BT ITS Netrix • EFG MX • HP Nas/Storage Mirroring • Astro Data Communications/X25 • Managing Windows Server 2003 • Wadsworth Cat 5 Installation • Implementing & Supporting XP • BT Meridian Administrator • Nortel Device Manager • Nortel Networking • Network+ N10-002

221 KEY TECHNICAL SKILLS • Cisco IPT • Mitel SX2000 • Nortel CS1000e IPT • Mitel Telebusiness 2000 • VoIP • Meridian PBX • Nortel & Cisco LAN/WAN Networks • Meridian ACD • BT ITS Netrix Dealerboards • CAT5 Cabling • EFG MX/Tradenet Dealerboards • HP Openview • Nicelog • Tevista • Windows Server 2003 • Bloomberg • Windows XP • Reuters D3000 PERSONAL DETAILS Driving Licence: Full/Clean Health: Excellent; non-smoker Interests include: Fishing, Motor Sports and Football REFERENCES ARE AVAILABLE ON REQUEST

APPENDIX E 222 CV-WEBDESIGNER Martin Wardle address: 1 Any Road, Anytown AN1 1CV telephone: 01632 960 326 mobile: 07700 900 285 e-mail: [email protected] Professional profile An enthusiastic and professional Web Designer, who enjoys being part of, as well as leading, a successful and productive team. Quick to grasp new ideas and concepts, and to develop innovative and creative solutions to problems. Able to work well on own initiative and can demonstrate the high levels of motivation required to meet the tightest of deadlines. Even under significant pressure, possesses a strong ability to perform effectively. Objective Now looking to build on extensive range of technical skills within a suitably challenging role. Keen to achieve further professional development. Key technical skills Adobe PhotoShop Macromedia Dreamweaver QuarkXPress Adobe Illustrator Macromedia Flash Strata Studio Pro (3D) Adobe Premiere Macromedia Director FTP Programs Adobe After Effects Poser Bryce 3D Adobe Acrobat QTVR Microsoft Excel Microsoft PowerPoint Equilibrium Media Cleaner Pro Career summary 2006–date Webmaster, Graphics UK, London • Working within a major print design company, tasked with developing their fledgling Web Department • Assessing initial set-up requirements and implementing hardware and software solutions accordingly • Training the team in the use of QuarkXPress, Beyond Press Pro, PhotoShop, Dreamweaver, Media Cleaner Pro, QTVR and Adobe Premier • Coordinating closely with Account Executives, actively soliciting new clients and nurturing existing client accounts, ensuring their needs and requirements were not only accommodated but surpassed • Winning over many clients from larger companies, due to the extremely high standards of creative design work • Training clients in subsequent website maintenance, particularly the use of Dreamweaver and its inbuilt FTP facility • Initiating a company-wide changeover to a much faster ISP with enhanced technical support

223 • Clients include major blue chip companies such as the British Land Company and Millennium Diamonds as well as many high-profile government departments and agencies Selected portfolio www.website.com www.anotherwebsite.com www.onewithtext.com www.andanother.com www.onewithgraphics.com www.flashwebsite.com www.personalwebsite.com www.onemoreexample.com Education and qualifications 2003–2006 National Diploma in Graphic Design & Multimedia (First Class Honours) Dublin Institute of Technology, Ireland Key Modules: Web Design, Visual Communication, Multimedia, Print Design, Typography & Photography Won the Multimedia Student of the Year Award and Best Use of a Mac Award. Professional development • Team Leadership (Management Training Centre, 2009) • Presentation Skills (Management Training Centre, 2008) Personal details Driving Licence Full/Clean Health Excellent; non-smoker Languages Fluent French & German Interests and activities Currently include Photography, Theatre & Amateur Dramatics, Football and Golf References are available on request

224 UNIT 4 appendix A the wall street journal workplace-Ethics quiz Answer each of the following questions, then compare your answers with the results of the survey: 1. Is it wrong to use company e-mail for personal reasons? Yes No 2. Is it wrong to use office equipment to help your children or spouse do schoolwork? Yes No 3. Is it wrong to play computer games on office equipment during the workday? Yes No 4. Is it wrong to use office equipment to do Internet shopping? Yes No 5. Is it unethical to blame an error you made on a technological glitch? Yes No 6. Is it unethical to visit pornographic Web sites using office equipment? Yes No Gifts and Entertainment 7. What’s the value at which a gift from a supplier or client becomes troubling? $25 $50 $100 8. Is a $50 gift to a boss unacceptable? Yes No 9. Is a $50 gift FROM the boss unacceptable? Yes No 10. Of gifts from suppliers: is it OK to take a $200 paid or football tickets? Yes No 11. Is it OK to take a $120 pair of theater tickets? Yes No 12. Is it OK to take a $100 holiday food basket? Yes No

225 13. Is it OK to take a $25 gift certificate? Yes No 14. Can you accept a $75 prize won at a raffle at a supplier’s conference? Yes No Truth and Lies 15. Due to on-the-job pressure, have you ever abused or lied about sick days? Yes No 16. Due to on-the-job pressure, have you ever taken credit for someone else’s work or idea? Yes No Responses: 34% said personal e-mail on company computers is wrong. 37% said using office equipment for schoolwork is wrong. 49% said playing computer games at work is wrong. 54% said Internet shopping at work is wrong. 61% said its unethical to blame your error on technology. 87% said it’s unethical to visit pornographic sites at work. 33% said $25 is the amount at which a gift from a supplier or client becomes troubling, while 33% said $50, and 33% said $100 35% said a $50 gift to the boss is unacceptable. 12% said a $50 gift from the boss is unacceptable. 70% said it’s unacceptable to take the $200 football tickets. 70% said it’s unacceptable to take the $120 theater tickets. 35% said it’s unacceptable to take the $100 food basket. 45% said it’s unacceptable to take the $25 gift certificate 40% said it’s unacceptable to take the $75 raffle prize. 11% reported they lie about sick days. 4% reported they take credit for the work or ideas of others. Sources: Ethics Officer Association, Belmont, Mass: Ethical Leadership Group, Wilmette, Ill; surveys sampled a cross section of workers at large companies and nationwide. Published in the Wall Street Journal, October 21, 1999, p. B1.

226 APPENDIX B A. Sample E-Mails Dear Mr Jameson, I read on your web site that you offer Music CD copying for large quantities of CDs. I’d like to inquire about the procedures involved in these services. Are the files transferred online, or are the titles sent by CD to you by standard mail? How long does it usually take to produce approximately 500 copies? Are there any discounts on such a large quantity? Thank you for taking the time to answer my questions. I look forward to your response. Jack Finley Jack Finley Sales Manager, Young Talent Inc. (709) 567 - 3498 B. Dear Sir or Madam, With reference to your letter dated 26th March, I want to confirm the Order No. ABCD/34/09-10 placed by our purchasing department.  The order was given on March 3, 2010. As far as the payment is concerned, I would appreciate if you could send me the account details where the payment has to be made. As per the invoice, we are entitled to a cash discount of 2% if the payment is done within 30 days from the date of invoice. For your reference I am also sending the purchase order details as an attachment. This shall help you in determining the amount which needs to be deposited in the account. Can you please let us know whether it suits you if we make a wire transfer instead of a DD or a cheque? Please contact me, if you have any querries. Yours faithfully

227 C. Dear Mr. Miller, As your business associate, it gives me great pleasure to inform you about the new offer we are giving on the Latest Office Furniture Series. As our customer of many years, you can avail of this offer at a Special Discount of 20%.  This offer is only valid for special customers like you and not across the board. It gives us great pleasure to inform you that this latest series has been designed by our team keeping in mind comfort, style, and durability. You can visit our website www.greatfurniture.com to see for yourself, the wide range we are offering. We request you to kindly order at the earliest, so that you can avail of the fabulous discount and also get an additional special gift from us. Thanking You, Sincerely, Joseph Hunt General Manager Great Furniture Company New Hampshire

228 D. Dear All, This is to inform you that our company is planning a get together on April 11, Saturday, at 11:00 hours at Golden Beach Resorts.  You are free to bring your spouses and children. This get together will give us all an opportunity to get to know each other better and interact on a social basis.  It will prove to be the ideal getaway for the weekend, especially after such a hectic quarter. I request you to kindly inform me about the number of family members who would be joining you, so that we can make suitable arrangements as regards to food and beverages. The good news is that the drinks and food are on the house. In case of any doubts or queries please feel free to write to me at [email protected]. Or call me at +234567890. Looking forward to your participation, Sincerely, John Davis Manager

229 E. Delay in Supply of XYZ goods Dear Mr. Jonathan, I am writing to inform you that there will be a delay in our supply of XYZ goods to your company. As per our earlier communication, the goods were to reach you by August 2, but unfortunately, the container delivering your goods has met with an accident.  We are now sending you a fresh batch of goods, as the ones that were meant for your company have been damaged in the accident. I would like to apologize for the delay.  But, as you can understand, the delay was absolutely unintentional and unforeseen. I would like to reassure you that the goods will reach you at the earliest now, and will meet with all your expectations. I request you to kindly bear with the delay. I shall remain in touch and keep you updated about the latest date of arrival. Thanking You, Sincerely, Harry Wolfe General Manager XYZ Goods New Hampshire References: Retrieved on 27/12/2011 from http://www.sampleemails.org/ Retrieved on 27/12/2011 from http://www.teachingenglish.org.uk British Council 2010

230 APPENDIX C Formal email format handout Use this format for business purposes, writing to professors, or for applications. [Greeting or salutation] Use a colon for formal emails. No space before a colon: one space after it. “Dear” does not have a period or comma after it. In British English, a comma is used rather than a colon for business Dear Professor Taylor: email. Generally try to find the correct name and title of the person you are sending the email or letter to, but if the name is not important such as in routine customer email, you can use either [Or] of these for the greeting line: To Whom It May Concern: or Dear Sir or Madam: Dear Mr. Turner Always capitalize the first letter of family names. These days punctuation is getting simplified, especially in the business world. If it is routine email and not a formal letter on paper then no colon is acceptable. In British English, there is [Body of email] no period after Mr or other titles. …………………………………………........................................................................................................ .............................................................................................………………………………………………… ………………………………...……..…………………………………………………………………………….. [Closing] Sincerely, and other closings are followed by a comma. For email, the name should be typed after skipping one line. If it is a business letter on paper then you should skip four single-spaced lines Sincerely, because your handwritten signature should be between \"Sincerely\" and your name. Many documents, [Or] like a cover or reference letter, must be signed on paper unless there is a special online application. Yours truly, [Signature line] Notice that the second word in a closing such as “truly” is not capitalized. Dong-gun Chang No punctuation at the end of a line. The format “Chang, Dong-gun” is sometimes used for names in Korea and some other Asian countries, but it is not standard in Ph.D. candidate English except for official forms or documents in alphabetical order. Department of Civil Engineering Hanyang University Room 501 HIT Building There should be a full signature line at the end of a professional email. 17 Haengdang-dong, Sungdong-gu Seoul, Korea, 133-791 No space before a colon: one space after it. Don’t forget to include full international Tel: +82-2-2290-0708 contact numbers when writing applications or working with foreign researchers or Fax: +82-2-2293-8877 companies. Note that for reasons of privacy most people do not include cell phone numbers, only office numbers. The complete mailing address is often not included. [email protected] http://www.apvlab.com These days email and web URLs are so common that some people do not write a heading. It is always a good idea to put http:// in the web address, however, as some subdomain URLs do not start with WWW: http://ctl.hanyang.ac.kr/writing. Some rights reserved 2008 Adam Turner and HYU CTL http://ctl.hanyang.ac.kr/writing/

231 UNIT 5 APPENDIX A CULTURE QUIZ 2 Read the following scenarios and see if you can identify the problem in each. 1. George Tailor works as a supervisor for an engineering company in Riyadh, Saudi Arabia. In the UK he had a reputation for speaking his mind and by doing so getting the best out of his staff. At the current project in Riyadh, he supervises 12 British staff and nearly 50 Saudi staff. After a few months George has become increasingly frustrated by what he sees a less than effective Saudi team. Their lack of competence and slow work pace is worrying George. What should he do to try and bring the Saudi staff back into line? a. Publicly reprimand a few of the Saudi staff to ensure the message gets across to them all. By doing so he will also establish “who is boss”. b. Pick one member of the Saudi staff to explain his worries to. This staff member will then be used to relay George’s opinions to the rest. c. Speak to as many members of staff individually or in small groups, explaining his viewpoint and encouraging them to better their work practice and enthusiasm. d. Report them to his manager, a Saudi national, and let him deal with them. 2. Jenny Rains had been assigned to the Paris office of his company. As a graduate in French and someone with a lot of admiration for all things French she was very excited. Upon arriving at the new office Jenny was looking forward to meeting all her new colleagues and getting to know them. While waiting for a meeting to begin, she decided to initiate some conversation with another member of staff present, Mr. Le Blanc. She introduced herself as Madame Rains and went on to enquire as to whether Mr. Le Blanc was married and had children. Monsieur Le Blanc seemed distant and unapproachable. Why? a. Introducing oneself as Monsieur/Madame if you are a foreigner is considered arrogant in France. b. As a new member of staff Jenny should have waited for Mr. Le Blanc to approach her. c. Asking personal questions in France is considered intrusive. d. Chatting before meetings in not considered proper business conduct.

232 3. Jonathan Manning has been chosen to set up a branch of his engineering consulting firm in Seoul, South Korea. Although the six engineering consultants that would eventually be transferred there were British, Jonathan is interested in hiring locals as support staff. He is particularly keen to hire an accountant. He is offering a great salary with excellent working conditions. He gets some names put forward through contacts he has in Seoul. After meeting with them he is surprised to find all of them turn down his offer. All preferred to stay with their current employers. Why? a. Most Koreans stay with their first employer for the rest of their career out of a sense of loyalty. b. Koreans consider it shameful to work for foreigners. c. Jonathan should not have approached them directly but through a third party. d. New firms are seen as risky in Korea; most Koreans prefer to transfer to well- established companies. 4. A U.S. golfing equipment manufacturer decided to explore the possibility of entering the Japanese market. They have arranged a meeting with a major Japanese firm to discuss a joint venture. Three representatives of each firm meet up in San Francisco. Following the initial introductions the men sat down at opposite sides of the table. After offering their Japanese guests a drink the U.S. representatives proceeded to take off their jackets and roll up their sleeves as a sign of ‘lets get down to business’. The meeting was unsuccessful and the joint venture never took place. What cultural faux pas did the Americans make? a. The seating arrangements came across as distant to the Japanese who like to conduct business in a friendly atmosphere. b. The U.S. businessmen should have also offered the Japanese the chance to take off their jackets. c. The removal of jackets was seen as un-businesslike, inappropriate and in breach of professional conduct. d. Drinks are always left to after meetings in Japan.

233 5. Bob de Jonge and his Thai associate, Chaiwat Soonvichai, are walking into a meeting in Bangkok. Chaiwat asks Bob casually, “Do you have the latest marketing portfolio with you?” Bob stops in his tracks and slaps his forehead. “Why on earth didn’t you ask me that earlier? Now there’s no time to go back and get it”. The two continue on and conduct a successful meeting yet a month later Chaiwat leaves the company. What went wrong? a. Chaiwat saw the slapping of the forehead as an insult to his intellect. b. Chaiwat felt a great loss of face through Bob’s reaction and felt compelled to leave the company. c. Bob should have apologized to Chaiwat after the meeting as the missing portfolio had no negative effect. d. Bob’s reaction was seen as hotheaded and Chaiwat construed that as a bad sign in terms of an employer. 6. Nick Mills had worked hard to become the top sales representative of the IT Company he worked for. When the company received an invitation from an Argentinean firm to make a marketing presentation for them, Nick was chosen to go to Buenos Aires. Nick had set up an appointment to make his presentation the afternoon he arrived. Upon arrival he was met by the host firm who told him the presentation was postponed for two days to give Nick a chance to rest and see the sites. Nick insisted he was fit and ready for the presentation and pressed to have it that afternoon. Eventually it was put back to the original slot but Nick noticed that none of the executives at the meeting seemed interested. At the end of the meeting the Vice President suggested they all meet again in two days. Why did Nick get this reaction? a. Argentines are fiercely proud of their culture and heritage and saw Nick’s lack of enthusiasm to take in the sights as an insult. b. Nick’s insistence that it take place that day was seen as over zealous - a trait considered undesirable. c. Their initial offer to delay it two days was their way of allowing enough time to get to know Nick. As a virtual ‘stranger’ none of the executives felt the desire to engage with him. d. Judging him by his rashly behavior, Argentines thought Nick was immature and inexperienced.

234 Answers: 1. c) is the most appropriate. Option a) would have caused members of staff to lose face in front of their colleagues. This would have caused a lack of respect towards George. Option b) would have caused resentment among the rest of the staff as they would have perceived George as being guilty of favoritism. Option d) would have made George look incompetent to both his staff and manager. 2. c). The French do not appreciate personal questions, especially from someone they do not know well. 3. a). The majority of Koreans stay with their first employer out of a sense of loyalty and mutual dependence. Individuals in Korean society gain their identity and sense of importance through the prestige of the group they belong to. As a result, a large proportion of Korean employee’s life revolves around the workplace. 4. c). The rolling up of the sleeves was perceived as unprofessional and as a result the US representatives lost respect. 5. c). Bob’s reaction caused Chaiwat to blame himself for the mistake and consequentially did not feel he could work for him any longer. 6. c). Ideally Nick should have accepted the delay and used the time to build a personal relationship with the executives he was to present to. Business in South America, as in many cultures, is a personal thing. People like to know who they are doing business with before doing business.

235 APPENDIX B CORPORATE CULTURE OBSERVATION CHECKLIST Checklist Contents: A. Company Standards B. Management Standards C. Employee Standards D. Grooming Standards E. Dress Standards A. Company Standards The most important learning for a new employee is getting an answer to this question: What are employees expected to do to fulfill the company’s mission, values, goals and objectives? Be prepared to be patient and tenacious to get this question answered. The company’s ability to answer this question is part of its culture. Some companies answer the question upfront and do a good job of communicating it at all levels of the organization. Others leave it up to the employee to gain, through experience, an understanding of what it means to work there. The following checklist will give you some guidance on what questions to ask and what information to look for: 1. According to the company’s mission statement (see if it is available in writing), the company’s mission is to: provide quality service provide quality products promote customer satisfaction meet market needs and demands other: ________________________________________________ 2. To fulfill the company’s mission, employees are expected to: provide quality service provide quality workmanship meet quality standards provide good customer service meet customers’ service needs meet company work demands other: ________________________________________________

236 3. The company’s long-range goals are to: increase company profit margins expand in size or location diversify products or service increase production to meet demands other: ________________________________________________ 4. The company’s short-term goals are to: reduce company expenses and costs incorporate new technologies streamline production or services increase the number of customers other: ________________________________________________ 5. For the company to fulfill its goals and objectives, employees are expected to: produce quality work work efficiently trim company costs upgrade skills as needed provide quality customer service other: ________________________________________________ 6. The image the company strives to project to the public includes: quality service efficient service quality products quality workmanship customer satisfaction interest in meeting customer needs other: ________________________________________________

237 7. To help promote that image, employees are expected to: provide quality service provide efficient service produce quality work produce quality products apply quality workmanship treat customers in a professional, courteous manner show interest in customers other: _______________________________________________ 8. The values that guide and characterize the company include: (see if the company has a written copy available) respect for the dignity and worth of others respect for individual differences professional growth of employees honest and open communication cooperation teamwork creativity, originality, and innovation ethical treatment ethical use of resources and funds others: ______________________________________________

238 9. The company expects employees to incorporate those values into the workplace by: treating others with respect respecting individual differences engaging in professional growth activities allowing for open dialogue and discussion cooperating with others being a good team player applying creative and original thought coming up with innovative ideas coming up with innovative solutions applying ethical treatment and standards properly using resources and funds other: _______________________________________________ 10. Company policies and standards for work behavior include: promptness cooperation showing respect for others professional conduct professional communication limited visiting during work hours no or limited personal calls during work hours no or limited personal use of the Internet No or limited personal use of e-mail No eating or drinking in presence of customers No eating or drinking at work area No smoking in specified areas other: ______________________________________________

239 11. Company policies and standards for health and safety include: no drug or alcohol use use of eye goggles use of gloves use of hairnets hand washing use of masks use of hard hats safety training other: _____________________________________________ 12. Company policies and standards for work performance include: quality work produced quality work performance quality workmanship quality customer service maintaining a good record (driving, for example) meeting deadlines meeting quotas meeting production standards and requirements other: _____________________________________________

240 B. Management Standards This important learning might be your first priority when you are employed. Try to become familiar with this checklist before you start a new job as it will help guide your questions during your orientation, and throughout the training process. If you do not have a formal training program, use part of the time with your supervisor to get familiar with these issues. Your success will depend on it. Three key learning questions will be: • How do things work around here? • How do you want things done? • What are your expectations? The following checklist will hopefully help you get answers to these questions. 1. Quality performance for evaluation purposes is determined by: workmanship the amount of work accomplished in a set period of time attention to detail accuracy customer satisfaction sales volume number of items produced number of people served quotas met outcomes other: ______________________________________________

2. The department manager expects employees to demonstrate: 241 quality performance quality workmanship good organization honesty and integrity efficient use of time cooperation collaboration as a good team player respect for others and individual differences promptness good customer service professional appearance and presentation adherence to policies and practices dedication a willingness to make personal sacrifices for the good of the company other: ________________________________________________ 3. The department management’s decision-making style is: a. Democratic: Management seeks and considers input from employees regarding all decisions made. b. Occasionally Democratic: Management seeks and considers input from employees regarding some decisions made. c. Autocratic: Management makes decisions on their own with little or no input from employees. 4. The management’s style and mode of operation tends to be: a. management-oriented employee-oriented both b. supportive fairly supportive non-supportive c. formal semi-formal semi-casual casual d. reserved somewhat reserved friendly-open e. directive somewhat directive consensus-oriented

242 f. restrictive somewhat restrictive non-restrictive g. controlling fairly controlling non-controlling h. supervision level: high moderate low 5. The management strives to create a work environment that is: professional in appearance and operation efficient and well-organized relaxed and casual welcoming to clients or customers fast-moving (employees are expected to work in fast frenzy) productive (employees are expected to look busy at all times) other: ______________________________________________ 6. The management’s interaction with employees could be described as: Impersonal: Management strictly talks business and displays little or no interest in employees’ personal lives; employees are discouraged from bringing anything personal to work. Semi-personal: Management visits but guards and limits the amount of personal information shared with employees; management takes a limited interest in employees personal lives. Personal: Management visits and shares personal information with employees; management takes an interest in employees’ personal lives. 7. The amount of contact the management desires to have with employees is: frequent occasional minimal only when problems arise 8. The management prefers interacting with employees: only during certain times of the day only during certain times of the week only at meetings only at specified scheduled times only at times when it’s convenient for the manager only when there is a problem or crisis whenever an employee has a question or concern other: ________________________________________________

243 9. Regarding general matters and questions, the management prefers employees communicate with them by: meeting in-person e-mail memo phone other: _______________________________ 10. The management prefers employees meet with them by: walk-in any time walk-in only at specified times appointment scheduled meeting times arranged on a daily or weekly basis other: _______________________________

244 C. Employee Standards You may find written “policies” for certain employee standards, but there are “ways of doing things around here” that may not be written down anywhere. Sometimes in big companies, individual divisions or departments will have their own “ways of doing things,” so you will find different standards depending on the unit where you work. Important: Do not take one person’s word for what is expected of employees. Besides your supervisor, you can seek out a co-worker who is a “natural leader” as a resource to double-check what you are seeing and hearing. The following checklist highlights important employee “standards” you will want to carefully observe. Working trends: 1. Employees work as a team: frequently occasionally seldom never 2. Employees strive to make a good impression by: keeping busy at all times working after hours meeting deadlines volunteering for assignments taking on additional tasks to assist others being a good team player showing a cooperative spirit projecting a nice appearance and manner providing quality service working in an organized and orderly way showing self-reliance and resourcefulness by handling minor problems independently applying sound judgment in decision-making thinking of creative solutions initiating work tasks without prompting other: ______________________________________________

245 3. The manner employees use when addressing the public is: courteous professional semi-casual casual 4. Employees handle difficult customers by: staying calm applying good listening skills identifying solutions offering assistance showing concern for the customer other: _______________________________________________ 5. Employees make effective use of their time by: setting up and following a schedule keeping their work organized setting weekly and daily goals scheduling their hardest work during their peak performance hours keeping “To Do” lists prioritizing work to be done other: ______________________________________________ 6. During slow times, employees keep busy by: reorganizing their work area catching up on work-related correspondence restocking supplies catching up on work-related reading cleaning out files updating computer data and files learning new skills cleaning the work area initiating a work project other: _____________________________________________

246 7. Employees meet deadlines by: working overtime taking work home working through lunch breaks working weekends prioritizing tasks rescheduling non-essential work activities sacrificing personal plans and needs other: ____________________________________________ 8. Employees manage work-related stress by: taking time-outs listening to music taking a walk or exercising using relaxation techniques (describe: _____________________) using humor other: ______________________________________________ 9. Employees vent frustration or anger by: taking time-outs talking to friends and family outside work reframing thoughts, outlook and attitude to keep positive talking to a fellow employee talking to the supervisor taking a walk or exercising using a sense of humor to lighten the air other: _____________________________________________

247 10. The work behavior of employees could be described as: Highly professional: Employees use much restraint in what they say and do (they are very careful) Semi-professional: Employees use considerable restraint in what they say and do (they are careful) Semi-casual: Employees use some restraint in what they say and do (they are fairly careful) Casual: Employees use little or no restraint in what they say and do (how they communicate and act is not an issue) 11. At employee work sites, employees: play music eat drink display a few personal photos or items decorate with plants, pictures other: ____________________________________________ 12. Employee work sites tend to be: neat in appearance uncluttered organized clean and tidy other: ____________________________________________ 13. While working, employees make non-emergency personal calls: frequently occasionally seldom never 14. While working, employees receive personal calls: frequently occasionally seldom never 15. Employees contact personnel in other departments for: information consultation referrals forms data supplies other: ________________________

248 16. The preferred method for contacting personnel in other departments is by: phone e-mail memo fax walk-in appointment 17. Employees address and solve most problems they encounter: individually on their own (independently) as a team by using resources and references to locate information needed by asking a co-worker for help - How frequently? _______________ by asking the supervisor for help - How frequently? _____________ other: _______________________________________________ Employee interactions: 18. Interaction among employees could be described as: formal semi-formal semi-casual casual 19. While working, employees visit with each other: never frequently occasionally seldom 20. Employees tend to visit with each other at these times: when they arrive in the morning during slow work periods when customers are not present during breaks and lunch hours only other: _______________________________________________ 21. Topics employees discuss while visiting tend to be: work-related only work-related and personal personal 22. Personal topics tend to be related to: current events sports entertainment (movies, television) children family personal news and activities

249 travels hobbies personal relationships other: ______________________________________________ 23. Visits among employees last on average: one minute two or three minutes four or five minutes more than five minutes 24. Employees tend to resolve conflicts among themselves by: discussing concerns privately overlooking and ignoring minor things to avoid creating conflicts making apologies admitting wrong-doing other: ______________________________________________

250 D. Grooming Standards Grooming might seem like a relatively minor aspect of the company culture, but it can be very important, depending on: • the industry you work in; • whether you work with the public; or... • whether the owners and managers believe that your personal care reflects your attention to detail in your work. Try this checklist to see if there is a standard at work where you are employed. Women: 1. Attention to hair neatness and style: much attention considerable attention little attention little attention 2. Attention to hair cleanliness: little attention heavy use much attention considerable attention little attention 3. Attention to nail care: little attention little attention much attention considerable attention little attention little attention 4. Cosmetic use among co-workers: little or no use light use 5. Attention to shaving: much attention considerable attention 6. Attention to clothing cleanliness and neatness: much attention considerable attention 7. Attention to appearance and style: much attention considerable attention 8. Attention to personal hygiene: much attention considerable attention 9. Use of fragrances: much attention considerable attention