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My name is Charanjot Kaur, and I belong to Haryana India. I have my Senior Secondary education done, with specialization in Commerce, which helped me build my knowledge of finance and business. I am doing a Business BNT program, and it can be considered a suitable job. I have worked in banking, I once had to buy insurance for the bank, something that made me realize how to deal with customers and provide services to them.

I have always dreamed of getting a job as Customer Service Representative in the banking field, which will allow me to combine my pleasant passion for assisting people with my professional experience in the sphere of finances. I am good at communication and am computer literate especially in tally, word and excel. Due to my experience in using these tools and typing speed I am able to manage the tasks as desired.

Job Description:
A Customer Service Representative in the context of banking refers to a position that offers services to clients by answering inquiries, offering information on products, processing transactions, problem solving, and satisfying the needs and demands of the customers. As such the key components of the role would include a lot of communication, technical skills, and analytical skills.

Typical responsibilities:
1.Helping customers with their banking requirements (checking on an account, transferring money, making a payment).
2. Selling of banking products which includes loans, credit cards, and savings accounts.
3. Being able to manage complaints and do something about customers’ grievances included services are transactions such as deposit, withdrawal, and opening of accounts.
5. Another challenge that hinders online banking is blatant violation of the banking regulations and prejudice of confidentiality policies.

Skills and Qualifications:
1.Good interpersonal skills, especially in communication and customer services.
2.Understandings of products and services which banks offer.
3.Knowledge of the kind of banking software and data entry methods.
4.Opportunity to solve different questions, concerns, creates fast and in minimum time.
5.Compliance of Know Your Customer and Anti Money-Laundering policies.

My Strengths:
1.Strong Communication Skills: I also love socializing with people and that makes it easier for me to attend to customers’ queries or complaints.
2. Proficient in Computer Knowledge: I have good Microsoft operating system skills that enable me to handle banking software techniques, and customer information well.
3.Attention to Detail: To be specific, my attention to detail ensures that I do not make any mistakes, especially working with numbers, as is strictly observed in the banking sector while offering my financial services.
4.Customer-Focused Approach: I am highly motivated to assist customers in solving their issues and customer satisfaction through professionalism and time-bound manner.
My Weaknesses:
1.Limited Experience in Banking: For this reason, I have not been directly involved in a front-line customer- interfacing position in a bank and therefore I am not very conversant with the day-to-day operations of a bank.
2.Incomplete Certification: Now, I am in the process of obtaining my FCT certification that is useful in enhancing my portfolio in banking.
3.Developing Knowledge of Financial Regulations: As much as I am slowly learning all the banking-specific regulations inclusive of the know-your-customer regulation and the anti-money-laundering regulation, I understand the need to master each of them.
4.Smaller Professional Network in Banking: My connections within the banking industry are currently minimal, which may hamper my rate of getting mentorship and promotions.

Personalized Timeline
Dimension 1: Assessment of gaps and creation of knowledge base (1-3 months). 1.Complete FCT Certification: In the next five years, I will endeavor to accomplish my FCT certification to improve my competency and proficiency in the financial field.
2.Enroll in a Banking Customer Service Course: To complement my existing knowledge, I am going to enroll for a course specifically concerning customer relations and financial services to gain a better understanding in banking.

Dimension 2: Practical Experience and Professional Development stage (3 to 6 months).
1.Apply for Entry-Level Positions: I will begin going for the low-ranking jobs, including being a teller at the bank or at a customer service representative job.
2.Networking and Mentorship: My plan is to participate in banking webinars and to become a member of the LinkedIn groups to establish connections with the banking professionals and seeking some advice and recommendations from the banking field experts.
Dimension 3: Career growth and specialization (6-12 months)
1.Secure a Full-Time Customer Service Representative Role: Later on, when I have had my first job experience, I will be aiming at getting a full-time post of Customer Service Representative of a bank.
2.Develop Specialized Skills: For financial regulation one, I will aim at undertaking further certification or training on the planning of Know Your Customer and Anti-Money Laundering processes in order to remain compliant with banking laws.

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Work communication culture refers to the norms, values, and practices shared by employees that prescriptions of how information circulates within an organization. Regarding determining the effectiveness of a team in conflict resolution, problem-solving, and the improvement of productivity, it is indispensable. Why is diversity important in communication?
Communication is key in diversity because it brings comprehension, bridges cultural gaps, strengthens collaboration, and innovates. Due to clear communication, all voices are heard to include and strengthen a team.
Diversity in the Workplace and Why It Matters
1. Workplace diversity means integrating a mix of employees from diverse backgrounds like race, ethnicity, gender, age, sexual orientation, ability, and experience within your organization's 'talent pool' or workforce and thereby creating a tapestry of insights and ideas.
2. Benefits of Workplace Diversity
• More Creativity and Innovation: Diverse teams bring different perspectives to problems and hence think out-of-the-box for creative solutions. Since experiences differ, so are the ideas and ways that come up.
• Better Performance: Companies that champion diversity tend to outcompete their competitors always. A mix of backgrounds might lead to better decision-making and overall productivity.
• Wider Market Reach: Such a workforce will understand and adapt to a greater audience; therefore, an organization can tap into larger markets and a greater customer base.
• Higher Employee Satisfaction: A diverse, inclusive workplace promotes belonging and a feeling of respect, thereby boosting job satisfaction and reducing employee turnover. Employees feel that they are being appreciated once they find the representation of diversity at their workplace.

• Appeal for Talent: Firms embracing diversity attract immense talent. A workplace that shows diversity and is inclusive draws in the best talent irrespective of background.
• Improved Corporate Image: Companies that embrace diversity are viewed by consumers and society at large as a better option. This fosters brand loyalty and trust.
3. Issues or Barriers for Diversity
• Unconscious Bias: Sometimes even the most well-intentioned people have biases that then become the grounds for decisions on who to hire, fire, or promote. Training and raising awareness can improve this.
• Resistance to Change: The comfort zone factor of some employees or the fear of losing status might create resistance to this change. Open communications and education can only help in dispelling such barriers.
• Tokenism: Meeting just the numbers without working on the inclusive culture leads to what is known as tokenism, where diverse individuals feel devalued. Inclusion involves active engagement.

4. Steps to Foster Workplace Diversity:
Develop inclusive policies that stimulate diversity at all levels in the organization, including recruitment, training, and promotion policies.
Provide appropriate training to raise employee awareness, such as diversity training, on how important diversity and inclusion are.
Make open discussions possible and create an environment where employees can talk about any issues regarding diversity without intimidation.
• Measurement of Progress: Put in place regular assessment with regard to the diversity initiatives taken up and how effective they have been. Use metrics to measure improvements and make the organization accountable.
5. Conclusion: Workplace diversity is not a moral imperative but a strategic advantage. An inclusive environment can give full rein to the potential of one's workforce, fostering innovation, better performance, and a much closer rapport with customers. Diversity is critical to sustained success and growth in today's globalized world.
Benefits of Workplace Diversity
1. Enhanced Creativity and Innovation: Diverse perspectives generate more creative solutions and ideas.
2. Better Performance: Organizations with diverse teams outperform their competitors very often.
3. Greater Market Reach: A diverse staff are better positioned to relate to and cater to a client base that is equally diverse.
4. Public Employee Satisfaction: An inclusive workplace fosters a greater sense of belonging and job satisfaction.
5. Diverse work environments attract the best candidates.
It is the process by which information, ideas, thoughts, or emotions are exchanged between individuals or groups. This may be through words uttered or written, body language, gesticulation, or even visual aids. Communication is the basis on which a relation is established, or problems are resolved, and an understanding is reached.

Barriers in Communication are forces that either stop or slow down the flow of communication. They do stem from various sources including:
1. Physical Barriers: Noise, distance, or poor technology are environmental factors that may interfere with communication.
2. Language Barriers: The difference in language or jargon may lead to misunderstandings.
3. Cultural Barriers: There may be a difference in cultural backgrounds that can lead to messages being interpreted not as meant.
4. Emotional Barriers: Individual feelings about a situation may distort communication because of anger, fear, or some feeling one may have.
5. Perceptual Barriers: Perception or assumption about an incident may occur from both parties involved and causes miscommunication.
6. Technological Barriers: The process of communication may be hindered by inability to access technology or not being used to certain tools.
Awareness, active listening, and adaptability to ensure clear and effective exchanges are needed to be able to overcome these barriers.
Cultural differences while doing international business affect communication, negotiation, and management. Salient features include:
1. Communication Styles: Being direct or indirect communications affects clarity.
2. Business Etiquette: Greeting style and the respect for punctuality that is followed differs in cultures.
3. Negotiation Tactics: Collaborative approach or competitive approach.
4.Managerial Styles: The leadership styles of egalitarian cultures differ significantly from those of the hierarchical ones.
5.Values: Indeed, attitudes toward work-life balance and hierarchy vary.
6.Legal/Ethical Norms: There is considerable variation in expectations about transparency and compliance.
Cultural awareness and sensitivity are crucial in order to forge effective international relationships and to reach goals.

Cultural Variance in communication consists of several variables that are attributed to verbal style, which encompasses direct vs. indirect; non-verbal signals comprising of gestures and personal space; contextual perception high vs. low; listening style and level of formality. To understand these imperatives will surely enhance interaction or dialogue and minimize misunderstandings in a pluralistic environment.
The function and role of communication in present global civilization are gigantic and multidimensional in scope:
1. Cultural Interaction
• It facilitates the interaction of concepts, customs, and beliefs amongst cultures for the purpose of understanding and mutual respect.
2. Economic Development
• More international trade and cooperation where companies can operate across borders and explore new markets.
3. Social Connectivity
• Nearer relations through social networking sites and online platforms as people can reach each other no matter how much distance apart.
4. Political Awareness
• Educates and mobilizes all citizens on global issues to become more civically active in a way that can trigger social movements.
5. Education Access
• Increases educational access and opportunities that are available online, and the knowledge can be accessed from anywhere in the world.
6. Conflict Resolution
• It encourages discourse and negotiation and hence, clears up misunderstandings and reduces wars between countries.
7. Health Awareness
• It promotes public health drives across the globe by communicating valuable information about diseases and health.
In the light of the above, excellent communication is the way to achieve cooperation, understanding, and development in an interdependent world.

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1.  Listening as Respect and Its Importance
The article contents that listening is constituent of respect, either individually or organizationally. Where people feel they are not being heard, frustration mounts and can easily turn to resentment, particularly when people feel others are merely pretending to listen. This all elaborates on a greater psychological and social principle: People want to be acknowledged and valued, and the major way to affirm people's worth is by listening.

Key Listening Insights:
There is a breakdown in communication: whereas only 10% of communication may be the words, the intent is 90%. This therefore means that to listen, one has to understand underlying messages and emotions rather than hear words. It follows that a company, government, or individual that fails to listen to the intent will miss the mark on empathy.

Body Language and Tone: It follows that 55% is constituted by body language and 35% by tone; the holistic nature of communication therefore comes out clearly from this analysis. This calls for attention to non-verbal signals while listening. This is why face-to-face interaction works better compared to written or telephone communication.

Implications:
In Personal Relationships: When people aren't heard, they disconnect emotionally. This applies wholly in customer relations whereby not listening to a customer's complaint may lead to the destruction of brand loyalty. The text argues that active listening is a strong tool that might be utilized to strengthen communication, build trust, and reduce misunderstandings.

For Organizations: Companies and governments alike suffer from loss of public trust or disengagement among employees due to not listening. In each and every case, where an employee or a citizen feels his or her voice has not been listened to, the reactions manifest as anger in poor performance, protests, or customer churn.

Active Listening and Its Barriers
The book defines various levels of listening, which range from passive to active.  Active listening involves empathy, patience, and a nonjudgmental approach. The ability to listen between the lines-that is, between words (the content) and between the lines (the intent)-is a great enricher of accurate understanding.
Barriers:

1. Internal Distractions: Emotions of fear, worries, boredom, or anger cloud judgment, creating a block to effective listening. This would show that active listening is not just hearing but also managing oneself and the mind to give full attention.

External Distractions: Noise, movement, and other physical distractions disrupt the ability to listen, showing how environments can greatly affect communication.

Solutions:
Such barriers can only be overcome by mindfulness and mental discipline, also by creating an environment appropriate for a meaningful conversation.

2.Writing Styles and Their Purpose in Communication
The text identifies expository, descriptive, persuasive, and narrative as four genres of writing styles. Like different types of listening, each serves a particular purpose. Just as active listening adapts to purpose, writing styles are chosen based upon purpose.

Writing Style Breakdown:
Expository Writing: Relies on facts and not opinions. This is an important one when it comes to higher learning or professional circles since it provides straightforward information to its audience in educating them or making them aware of certain information.

Descriptive Writing: A writing style that relies much on the senses to help its readers visualize a particular scene or character. This becomes important when there is storytelling involved, or when any writing may want to evoke emotions and/or images.

Persuasive writing is designed to persuade the reader into the author's frame of thought. It is quite like active listening: one must understand the audience's beliefs and apply the use of emotional and logical appeals to change minds.

Narrative Writing: This type of writing tells a story. The narrator can be a character in the story. A story will take the readers on a journey. This way, writers can connect with readers on an emotional and personal level.

Application:
The art of writing, for business communication, makes writing adequate to increase the effectiveness of the message. For instance, expository writing is required when it comes to internal reports, and persuasive writing is done in marketing campaigns to appeal to the customers.

Conclusion:
This text comprehensively discusses how listening styles and writing influence communication. It emphasizes that truly listening to someone-both in personal and professional outlook-is a way of eliciting respect and trust and of having a very good interaction with each other. Understanding different writing styles adds another layer to this point, showing that communication might be done in dimensions and could be contextual. These two skills-listening and writing-are fundamental connective skills and have to do with successful interactions at various fields.

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Verbal Communication

Verbal communication is the ability to pass information orally from one or more people to another. Most people consider it as the quickest and simplest way of passing information from one party to the other.

Spoken vs. Written Communication

Formal vs. Informal: Verbal communication can be employed in all informal communications with other people or in other personal interactions. While, the written communication is formally drafted for official purposes, for documents or formal reports or even emails.

Synchronous vs. Asynchronous: Synchronous communication is done simultaneously in a face-to-face conversation or on a telephone call. The two stations are involved in the exchange at the same time. Synchronous communication on the other hand is when people communicate at a similar time, for instance when two people author an email to each other, send letters, text messages or engage in a chat because the other party may reply later.

Recorded vs. Unrecorded: Synchronous communication is usually documented and can be consulted later, thus having the added advantage of being long-lasting. Verbal communication is often not documented and may be short-term and difficult to recall.

Benefits of Spoken Communication:

1.Writing is effective because it permits direct exchange, implies feedback and clarifications from the interlocutor.

2. It is possible to turn your ideas into words in the form of an oral presentation, and the audience will also decode them right away, providing you with feedback.

3. Verbal communication creates trust and understanding: not only with the audience but also with the listeners as a person.

4. It is easier to be sure that the recipient of your message has understood what you wanted to convey when it was spoken to him/her.

Nonverbal Communication: This communication refers to all those communication methods that do not make use of words but utilize movements and signs.

Types of Nonverbal Communication

Facial Expressions: Head movements, smiling, frowning or the like also have a strong emotional message to convey. This is because a person’s non-verbal communication during listening or speaking to another person, augments or can negate the content of the verbal message being passed.

Gestures: For example, complemental gestures such as pointing, waving, or nodding can add emphasis or intention during high verbal communication. They complement the message and make communication with the audience more direct.

Proximity: Non-verbal communication is accompanied by distance; this means how close or far you are from the listener. Familiar distance may be felt as a form of threat, while too great a distance may cause feelings of diarism or alienation.

Touch: A handshake or slap on the back communicates some subordinate/superior relationship or respect. The vigor with which one shakes the other’s hand, for instance, can cause or create long lasting images professionally or socially.

Eye Contact: Therefore, when developing and sustaining eye contact this in turn creates confidence and a trustworthy environment between the speaker and the listener. They also came to appreciate that brevity or avoidance of eye contact by a subject may be perceived as lack of interest or intrigue, in much the same way that fixated eye contact would be viewed as an effort to deceive.

Appearance: First impressions are an essential part of Sales and the way that you convey yourself through your dress code, grooming and outfits’ accessories all communicate body language without voice involvement. Your clothes might portray your workplace conduct, individual expression, or temper, and it does affect your social and professional relations.

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Managing Conflict: Overview and Strategies

Understanding Conflict

Conflict can arise from various sources, including:

1. Substantive Issues: The likely emerging sources of conflicts emanating from goals, resources, reinforcements, policies, and tasks assignments.

2. Emotional Issues: If his anger, distrust and fear is met with clash of personality then there is predisposition for a conflict.

When handled well few people consider conflict to be negative because it breeds creativity and productivity.

Types of Conflict

• Functional Conflict:

o Moderate intensity

o Foster higher productivity, teamwork and innovation.

• Dysfunctional Conflict:

o Low or very high intensity

o Working environments not in sync with the working team hinder the actual working role performance.

Causes of Conflict

1.Role ambiguities

2.Resource scarcities

3.Task inter dependencies

4.Competing objectives

5.Structural differentiation

6.Unresolved prior conflicts

Supporting entry as positive conflicts

1. Structural Approaches

a. Appeal to Super ordinate Goals: Major on issues of mutual benefit that should be obvious enough and need not be negotiated for.

b. Increase Resources: Spend more to get less rivalry and strain.

c. Change Personnel: Reorient the team structure by building new people into the team or by giving new performance responsibilities to others.

d. Alter Physical Environment: It may also require repositioning of space of workplaces with a view to increasing interaction among one another.

2. Integrative Devices

• Liaison Personnel & Special Task Forces: Use people in between two enemies and let them talk for the rest of the party.

• Cross-Functional Teams: Thinking- feeling preferences value pluralism or multiculturalism and facilitate the collectivist approach in decision making.

• Change Reward Systems: Rewards due to the necessity to shift from the competitiveness model that is used within the organization to the cooperation model.

• Training in Interpersonal Skills: Get people ready to handle out conflicts.

3. Conflict Management Styles

Individuals adopt different styles based on their levels of cooperativeness and assertiveness:

•Avoidance (Withdrawal): Receiving, non adherent and submissive.

• Accommodation (Smoothing): Respectful usually involves suppressing one’s own needs.

•Competition (Authoritative Command): I used competitive but non compliant and the idea of concern is not the common good.

• Compromise: Moderately obedient and authoritative; says he or she wants a middle ground.

• Collaboration (Problem Solving): Both cooperative oriented and assertive; tries to get his/her way without being aggressive.

This paper mainly looks at the result of conflict management, an area many researchers consider more pertinent as conflicts are courses in life, which can happen in inter and intra personal relations or working environment.

• Lose-Lose Conflict: We then discover that when partners take avoidance or accommodation strategy, none of them is happy.

• Win-Lose Conflict: Competition advocates may stifle the very beneficiaries they seek for while compromise implies that one side wins whilst the other side loses or vice versa.

• Win-Win Conflict: In a single frame faculty and staff together get something that people want from him or her.

Conclusion

Likewise, other structural and integrative approaches to conflict regulation are needed in conjunction with individual conflict regulation preferences. It would at times be perhaps useful for organizations to transform contentious relations into learning, creative and cooperative ones.: Passive, noncompliant and timid.

• Accommodation (Smoothing): Obedient often tends to subdue personal desires.

• Competition (Authoritative Command): Competitive but noncompliant; concern is not the common good.

• Compromise: Somewhat compliant and dominant; wants a compromise.

• Collaboration (Problem Solving): Both cooperative and assertive; looks for agreement without surrender.

This paper focuses on the outcomes of conflict management, an area of outstanding interest due to the certainty of conflict occurrences both in interpersonal and organizational contexts.

• Lose-Lose Conflict: This we find out that when partners engage in avoidance or accommodation, they all end up being dissatisfied.

• Win-Lose Conflict: Competition advocates might trample the very people they are trying to help while compromise suggests that one side gains more than the other or vice versa.

• Win-Win Conflict: When people work together, everyone gets what he or she wants.

Conclusion

Known structural and integrative ways of conflict management must also be taken into consideration, together with personal conflict management styles. Sometimes it would be advantageous for organizations to convert conflictual relationships into opportunities for learning, creativity and cooperation.

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Objectives of the first interview

Multiple Reasons to do a First Interview

Communicate Your Background It helps in letting the interested applicants know about skills, experience and qualifications etc.

Getting Insights About the Employer: Similarly, this enables aspirants for posing questions they are curious about employer and company background/company culture/mission openings/salary compensation range of asking role.

Evaluate Candidate Fit: The employer is looking to confirm that you are who they can see doing the job (have the right capabilities, personality and motivation for this type of work)

Validate the Interest: Determination of the recruitment process is beneficial that can help both parties to determine if a more hiring are possible.

Interview number one- according to the old school of thought, is 75 percent self-promotion and only a smidgen, that being 25 percent research.

What Interviewers Look For:

Interviewers use them at the screening interviews that are the initial interviews that candidates undergo.

Ability/Skills: Is the candidate being presented REALLY employable for this job?

Will/Motivation: Will the candidate be motivated to do a good job in this test?

Personality: but also, how the candidate will work with other members of the company.

Fit Growth: How well the candidate fits into that company environment.

Typical Interview Structure

A typical first interview looks like this:

Opener: We all know you only get one shot at making a great first impression because unfortunately, people are judgmental.

That is why the interviewer gets to know more about your abilities and experience.

Conversation: This is the part where you need to sell yourself and do your best while asking questions.

Closing: Discuss the next steps and always make a positive conclusion to terminate.

Preparing for an Interview

Interview preparation is the big part of Interview, it’s very important that you know yourself and organization in front. Candidates should:

They have pretty much analysed the shit out of their skills, strengths and past achievements.

Examine not only the general culture of this company, but specifics that relate to where and for whom these people/upper management work.

To use the STAR method (Situation, Task, Action and Result) along with their success stories ready for you to present.

The other is to ready oneself for the mock interview towards responding at interval of the most recurrently asked questions.

Common Interview Questions

There are several types of questions interviewers may ask:

Credentials: “What are you good at?”

Experience: “Can you provide some information how your internship in [insert company name here] was?”.

Behavioral: ‘That may be something that could be described as sharing decision-making capacity to a group to deal with a problem’.

Opinion: “I am a little confused as to why we bought [company name] So, what do you think of it?”

Brainteasers/Case: Why are manhole covers made in round shape?

Behavioural Interview Questions and Answers

To achieve the best performance when solving behavioral questions, the STAR technique is proved to be the most effective. It involves:

Situation: Where were you during the experience that shaped your perceptions or feelings?

Task: In this case, how did you perceive the task or challenge?

Action: Attempt to describe actions taken to complete the task.

Result: Allow others know the loss or gain that resulted from an action you took for a specific task.

For example, in a job interview when asked to provide additional details of the time you worked in a group you could state the circumstances, a challenge that the team you were in faced, roles you had to take in the project and the outcome you were able to achieve.

Sample Preparation and Management: The Second Interview

The second interview is likely to be more formal, and the questions on the topic of the position and your role in the company are posed. Included in this definition is contact with several people in the company including supervisors and or potential work-mates. That is, I would learn if you were fit to be part of the team and organization that I belong. In preparation, candidates should:

They should be motivated to research more on the company’s information base and industry.

INTERACT with persons in the organisation or alike positions.

Know also that the questions are a little more pointed and specific and are geared toward the job.

Non-Verbal Communication

Beyond verbal responses, interviewers pay close attention to non-verbal cues such as:

Body Language: Stay upright, use your arms and do not clasp, twist or fold your hands in any way.

Eye Contact: Keep eye contact because this will show confidence all through.

Tone and Speed: Number three, speak calmly, and at the pace with which one would like to be spoken to.

Professionalism and Etiquette

To leave a lasting positive impression, candidates should:

Arrive on time.

Neat and business-like grooming should be done.

Besides that, they need to have more than one printout of their resume and portfolio ready to hand out to the hiring managers.

Send thank you note instantly after some time after the interview but within a day the latest.

If they are under your supervision see to it, they have a linked in profile and that their personal profiles present a professional image upon a search.

Final Suggestions

The last, but not the least; candidates should know what lawful or unlawful questions can be put to him at the interview. When posed by the kind of questions mentioned above, they can quit smartly ask the interviewer why the question is being asked in the first place or politely decline an answer. Informativeness of the message and the presence of excessive politeness will ensure the security of the vacancy, as well as the basis for cooperation with the company.

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Charanjot Kaur

122 Ravenscroft Rd

Ajax, Ontario

charanjotkaur250@gmail.com

Phone Number: (647) 201-8304

Date- October 27, 2024

Hiring Manager

Royal Bank of Canada (RBC)

Toronto, ON

Dear Hiring Manager,

This letter comes to respond to the Customer Service Representative opportunity advertised at RBC on LinkedIn. Having a good professional background in customer support, effective communication skills, company oriented, and good mindset based in detail I am eager of the opportunity to contribute my background and passion to your great team.

In the previous positions it means that one actively works with clients with the view of being able to respond to their questions or concerns professionally and in the manner most beneficial to them. Microsoft Office computer literacy and working knowledge of customer data systems enable me to deal with banking software and banking transactions effectively to provide satisfactory services to clients.

I am at the moment undergoing my FCT certification, which has broadened my knowledge in the banking laws relating to KYC and AML. At the same time, I also declared my concern with enlightening myself on more of RBC’s products and services with a view of matching the banking needs of the existing clients adequately and appropriately.

Of all these reasons, I am most enthralled by RBC’s mention of innovation in terms of the quality services they offer to their customers. I know that my attitudes to customers and willingness to improve, proactive approach to acquire new knowledge and constant desire to improve and develop myself can contribute to RBC. I would like to thank you for taking your time to attend my application. I wait to present how I can help RBC maintain its success and how I would help provide the best customer service.

Sincerely,

Charanjot Kaur

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Meeting or conferencing as we know is inevitable in today’s working environment though it is considered to be a wasteful way of working by many employees. It is very important that the meetings should have a valid purpose, be planned well in advance and that the use of technology is made in the best possible way.

Key Points for Effective Meetings:

Determine the Meeting's Purpose: Do not call one unless it is essential and work must be done together or problems solve through discussions. If formally is not appropriate they can opt for other means such e-mail or memo.

Preparation: Plan where and how to meet. For real-life conversations, schedule a meeting in a conference room. For virtual ones, select proper tools, and do not forget about the “Zoom exhaustion.”

Participants: Scale the number of the participants in response to the purpose. It means that decisions should be made and agreed in groups with not more than eight people The suitable numbers are greater than eight for motivational events.

Scheduling Tools: It is recommended to check calendars in a computerized manner – such as Google Calendar to meet a convenient time for as many people as possible for the process of scheduling.

Distribute an Agenda: Circulate a list of subjects, listing the names of those mainly tasked with each subject, and the estimated time per subject at least two days before the meeting to encourage preparation for the meeting.

Start Strong with Ground Rules: An introduction should contain information on the objective of the meeting, estimated time of the meeting, background to the given topic, and general information on the rules of the meeting.

Facilitate Productive Discussions: Facilitators should guide the meeting, ensure equality of the voice of all stakeholders, and use a technique that involves setting aside some concerns for later discussion in what is referred to as the ‘parking lot’.

Handle Conflict Professionally: Concerning conflicts, let everyone present their perspective freely before considering and presenting the possible resolutions.

Conclude and Follow Up: Briefly review the findings and list the important decisions made, tasks to be done, and time frames for those tasks. Send the minutes of a meeting to the team shortly after the meeting in order to help everyone stay on the same page.

Virtual Meeting Best Practices:

1. Decide on the technology and make sure everybody can use it if needed.

2. Try to get members to come online early and to be reasonable about time zones.

3. The coordination must state how questions will be handled; define who is on the speaking turn and limit the conversation participants’ activities.

4. Schedule meeting rotation to give and take everyone’s time fairly, control the turn-taking and bring humanity to the meeting.

When people start viewing meetings as means of displaying and developing skills, everyone will transform the meetings into useful, meaningful events.

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Contemporary and Efficient Interpersonal Skills linkages with Success

Communication or people or soft skills of interpersonal nature play an important role in individual and organisational functioning. The competencies under this category are; interpersonal and communication competencies, people competencies, business management and leadership, decision making, and conflict solving competencies. The ability to implement these skills help the workers to work in a group, interact within their workplace, and make work a pleasure. Thus, interpersonal skills do not call for force like weapon in order to work; instead interpersonal success, improved work group productivity and job satisfaction comes with knowledge as to what others want or need, the manner in which they express their wants or needs and the most effective way to succeed.

Key points:

Communication: regulating the amount and the kind of information that is provided as well as being conscious of other people.

Empathy: Empathy is understanding another’s emotion and managing conflict with a view of enhancing communication.

Conflict resolution: How conflicts can be managed to reduce the possibility of interference of other participants and their activities within the work team.

Sharing Feedback

In individual and organisational development processes, receiving and offering feedback is important both at the workplace and in other… Affirmation makes people be in a position to know the areas he is positive and those that have to be negative. I suppose that the best feedback has to be clear, concise, timely and actionable.

Best practices for sharing feedback:

1. Prepare in advance: Take your brain to an assembly line and kindly ensure your feedback is constructive. Be timely: The same remarks should also be given soon after an event so that students can relate to it.

2. Focus on actions, not the person: Focus on working on behaviour and activity instead of making remarks that seem to be making a comment on a person.

3. Start with positive feedback: It opens the person to any positive criticism that may be happening to come his or her way after.

4. Limit the number of issues: For easier understanding it is suggested to have them not more than 2-3, just to avoid discouraging the recipient while going through it.

5. Public praise, private criticism: Where as the positive feedback could be given in any forum that is quite possible the criticism should be given only in private.

From a layman’s perspective a step by step guide on dealing with difficult people and handling the atrocities that come with such luck.

With relatives or friends Becoming a popular notion that most of us have formed frustrations with our colleagues or friends at the workplace or in our day to day interactions. As much as they might be rude, uncooperative or negative sometimes, it is always good to deal with the employee misbehaviors so as to prevent lots of disruption.

Techniques to deal with difficult people:

1. Use kindness. It also helps when you force yourself to reply with at least the minimum amount of anger and maybe let the person cool down for awhile.

2. Stay calm: Having learned that emotions are manageable the ultimate goal of managing your feelings is to regain control of.

3. Set boundaries: Learn how to know when enough is enough and when to stood up for your rights.

4. Control what you can: Focus on alterable aspects of the situation and take the rest of the events in your life as they are.

5. Ignore when necessary: If for instance, one person is negative the whole time and does not even indirectly contribute anything to what you are doing, better keep clear of him.

Managing Conflict

Conflict is a touchy issue in any structure of business relationship, whether employer/employee or business partners, but constructive handling and management of conflict enhances the relation and rises productivity. There are three main types of conflicts: This would be content-based structures, and process-based structures. Conflict management involves recognizing the source of conflict, identifying the applicable conflict solving approach.

Types of conflict:

• Functional conflict: optimal level of conflict which simply means conflict that can be harnessed to foster innovation in problem solving.

• Dysfunctional conflict: There is too much conflict which is also unhealthy for performance and group harmony, or there is little conflict which is also unhelpful to the quality of the work.

Conflict management styles:

1. Avoidance: Cannot collaborate; it performs in minor issues but opens endless issues.

Accommodation: This involves the other party receiving what he/she/they wants to avert the conflict or the disagreement; and, in the long-run, angers feelings.

Competition: Making decisions and imposing the resultant decisions to meet a particular goal may be effective at times, but is destructive to people.

Compromise: In most compromises the two parties give up something to attain an objective, in this case, giving up something that is dear to them. However, the outcomes or outputs arising from the relationship are typically suboptimal for both sexes.

Collaboration: I mean the process of negotiating with the sole goal of reaching an agreement that will make both parties gain from any product they desire.

Summary of Conflict Management Styles:

• Lose-lose conflict: This can be observed either as avoidance or as accommodation, and in all that is achieved is that neither side wins.

• Win-lose conflict: It is a condition in which one of the opponents or competitors benefits or gets a particular privilege over the other in a contest.

• Win-win conflict: Both strive for a win-win situation where the best thing to do is to look for a solution which would benefit both in awesome constructive conflict.

Conclusion: That is why training and enhancing people’s interpersonal skills, like giving or receiving constructive critiques, or angry within the company, is vital for the staff members of the modern organizations. First, while communication facilitates growth, second, while working with difficult individuals or incurrences improve the relation and effectiveness of the team. That is why using such tools as teamwork and learning the mentioned approaches to conflict solving, people can transform threats into the opportunities to improve the organisational climate and productivity.

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Charanjot Kaur

Fleming College, Toronto

06052024—89-COMM202-G3     -      Communication II

Veronika Nullka

November 17, 2024

The Strength of Teamwork and Effective Leadership in Organizations
Effective leadership and the development of strong teamwork are critical for organizational success in the fast-paced business world of today. Leaders who are strong in these areas not only increase team members' job satisfaction but also productivity. This article examines the essential components of successful team leadership, tactics for encouraging collaboration, and actual cases that demonstrate the transformational power of these approaches.​ (Rosen, 2021)​

Crucial Components of Successful Team Leadership
1. Clear Vision and Goals: Successful leaders express a vision that is in line with the goals of the company. They inspire team members and give direction by establishing attainable, realistic goals. A common goal gives everyone on the team a sense of purpose and inspires them to work together to achieve success.

2. Communication Skills: The foundation of effective leadership is open and honest communication. Effective communicators and attentive listeners foster trust and avoid misunderstandings. Leaders can make sure that everyone is in agreement and create an atmosphere where team members feel appreciated and heard by keeping the lines of communication open.
3. Emotional intelligence and empathy: Leaders who possess these qualities are better able to comprehend the needs of their team and react appropriately. This entails addressing difficulties, identifying team members' strengths, and helping when required. People are more likely to collaborate and produce their best work in a supportive environment that is fostered by empathy.

Making Decisions and Solving Issues: A successful leader needs to be able to make decisions and solve problems effectively. Decisions made promptly and thoughtfully support team momentum and effectively handle possible disputes. Innovative solutions are frequently produced by leaders who involve their teams in the decision-making process.​ (Goleman, 1998)​

Techniques for Successful Collaboration
1. Establishing Trust: Successful teamwork is predicated on trust. Leaders who exhibit consistency, dependability, and fairness can foster trust. Team members can depend on one another, communicate honestly, and collaborate without worrying about criticism or negative reactions when there is trust between them.

2. Establishing Roles and Responsibilities: Clearly defining roles and responsibilities is essential to a team's effectiveness. Accountability and productivity increase when everyone knows their role and how it fits into the overall scheme of things. Roles should be clearly defined and modified as projects progress, according to leaders.
3. Fostering Collaboration and Innovation: Leaders who foster a collaborative environment foster innovation and creativity. Leaders facilitate the creation of innovative solutions that are advantageous to the company by creating an environment where team members are free to experiment and share ideas.

4. Resolution of Conflict: In any team, disagreements are unavoidable. Conflicts are handled quickly and amicably by effective leaders, who make sure that problems are settled in a way that unites the group rather than splits it. Finding common ground, mediation, and active listening are a few conflict resolution techniques.

Examples from the Real World and Case Studies
Examine the strategy used by Microsoft CEO Satya Nadella, who changed the company's culture by putting a strong emphasis on cooperation, empathy, and open communication. He oversaw Microsoft's transformation from a cutthroat, competitive organization to one that valued collaboration and creativity, which led to notable expansion and increased employee involvement.

Pixar Animation Studios, which is renowned for emphasizing teamwork in creativity, is another example. The leadership of the studio encourages candid communication and group problem-solving, which has produced innovative and critically acclaimed movies​ (Kouzes, 2017)​.

In conclusion
Collaboration and strong leadership are essential elements of any successful company. Effective communicators, empathetic leaders, and clear visionaries motivate their teams to achieve greater things. Organizations can establish an atmosphere where teams flourish by establishing roles, encouraging cooperation, resolving conflicts, and establishing trust. These practices have a noticeable effect on long-term success, productivity, and innovation.

References

Rosen, R., & Tedesco, J. (2021). Leadership in dynamic teams: The art of effective team management. Leadership Journal, 34(2), 102-118.

Goleman, D. (1998). Working with emotional intelligence. Bantam Books.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Wiley.

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Verbal Communication
Verbal communication is the process of information exchange through words, either spoken or written.
Spoken vs. Written Communication:
Formal vs. Informal: Spoken communication is informal, and written is formal.
Synchronous vs. Asynchronous:
Synchronous: It occurs immediately, like face-to-face conversations.
Asynchronous: It is delayed, such as emails or text messages.
Recorded vs. Unrecorded: Written communication is usually stored, while spoken words are just for the moment.
Advantages of Spoken Communication:
1.It provides for direct interaction and immediate response.
2.It helps in gaining confidence and emotional bonding.
3.Allows for doubt clarification and the sorting of ideas on the spot.
4.Allows better certainty that the message is understood.
Non-verbal Communication
Communicating without using words through gestures, expressions, and physical actions.
Types of Non-verbal Communication:
Facial Expressions: Expresses emotions like happiness, sadness, or anger, and supplements verbal messages.
Gestures: Adds emphasis to spoken words, such as pointing to indicate focus or using hand motions to engage the audience.
Proximity: The physical distance between people communicates comfort, threat, or formality.

Touch: Sends signals of power, affection, or intent, such as handshakes or supportive parts. Eye Contact: Shows attentiveness, sincerity, and engagement.

Appearance: Clothing, grooming, and personal style communicate identity and professionalism.

Key Insights Verbal communication is straightforward and efficient for the exchange of ideas, while non-verbal cues add meaning to the message most of the time.
Nonverbal communication can strengthen or contradict the spoken word, making it essential to align the two for effective communication.