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Conclusion and Developing My E-Portfolio

Before I proceed to write my Individual Padlet Reflections, I want to share my reflections on my own learning process which has taken place while working on this project. This project has been useful in showing me my strengths, weaknesses and how to make suitable plans that will enable me achieved my career objective of becoming an Operations Manager.

Personal Growth

During this journey, I have been able to learn areas such as; communication, team work, ileadership and among others. Weekly reflections enabled me to work on evolving vocabulary and enhancing facial and gestural emoting, as well as discovering ways of effective listening and gaining confidence in communication with others.

Key Learnings

Each step have made me develop skills in the various aspects of learning from; the communication culture in the workplace to virtues of interview techniques. Arranging effective meetings and construction of appropriate resumes and cover letters has helped me develop ways that may be actually used in front of employers.

Addressing Weaknesses

From the beginning I recognized possible issues for development like the project management or the acquaintance with supply chain tools. To address these, I have:

Signed up for classes in project management and course and supply chain management.

Engaged in search of practical experience in the given field, perform additional tasks related to the field.

I learned to define specific structures in utilizing time effectively and comprehensively drawing plans and goals.

Accomplishments

I am glad to have done [insert relevant certification here] to increase on the acquired firm pillars. Efforts to build networks have also enabled me interact with the operations professionals to learn from their experience.

Looking Ahead

This reflection signals a starting of a very fascinating new chapter. My short term target is to go on adding more technical knowledge by acquiring professional certifications like CSCP and undergoing internships. My goal in the long run is to play a part and take charge of the effectiveness and profitability of organizations as an Operations Manager.

Thanksgiving and Closing Remarks

There are resources and people who helped to achieve this learning experience and for that, I am grateful for them. When developing the e-portfolio in the future, I will be eager to demonstrate all those skills and achievements to employers to be assured that I am ready to use them to impact operations management field.

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Newsletter: Organisational Management, Leadership and Teamwork: A Way to Success

Introduction

In the present business environment, leadership is one thing, with the right disposition of work team another crucial factor required for organisations to perform optimally. From a leadership perspective, we have Vision, Collaboration and Trust and Innovation from leaders, and high performing teams in association with skills to meet corporate objectives. To that end, this article reviews the extant literature to analyze fundamental characteristics of leadership and ways of managing teamwork, as well as their joint effect on organisational outcomes.

Key Elements of Leadership

1. Transformational Leadership

The nature of specialty of transformational leaders is that they are effectively able of motivating people. Intellectual stimulation, individual consideration, and charisma do deliver the capability of helping a team think big and work beyond expectations. Research confirms that transformational leadership leads to positive outcomes for employees’ behaviour and positive organisational behaviour in variable workplace settings (Avolio et al., 2004; Klein et al., 2009).

2. Communication

Communication here has to be open and people-friendly, which can be viewed as the foundation of the manager’s work. When the leaders listen actively and when communicating goals, they promote trust and achieve organizational goals. This is due to the beliefs that clear communication will allow for better decisions, decreased conflict and increased cooperation (Sage Journals, n.d.).

3. Vision and Goal-Setting

On the one hand, any vision is a powerful call from which individuals shift towards the achievement of similar goals. People are mobilised when goals are got off the paper and linked to values within an organisation. A study showing that, transformative leadership creates direction, motivating the group to perform at their best (Frontiers in Psychology, n.d.).

Best Practice for Team Work

1. Team-Building Practices

Team work is defined following activities that include role definition, goal definition and relationship building. Since communication is an essential aspect of organizational success, Top management can foster it to create teams that are integrated and ready to work as a team, respond to issues (Klein et al., 2009).

2. Conflict Resolution

There will always be conflict in diverse teams but is not negative if worked out appropriately. Disputes in this case are solved with a lot of care and the primary focus is on ways of maintaining and enhancing the performance of the team leadership (Frontiers in Psychology, n.d.).

Real-World Applications

The studies show that companies implementing transformational leadership along with strategic teamwork create impressive results. For example, the tech start-ups use brainstorming activities and assign tasks related to roles in exploring creative ideas and outcome in the shortest time possible. Managers of these organization embrace open ended management that fosters learning culture that improves the management of problems (Frontiers in Psychology, n.d.).

Conclusion

Leadership and the use of teams is one of the most crucial factors of the effective functioning of the organisation. When people can look up to their supervisors and navigate the organization without confusion, and have clear goals aligned, success is possible. Likewise, methods of team work that encourage cooperation as well as methods of managing conflict enhance organizational coping. Combined they form a basis for growth, innovation and flexibility in today’s dynamic business world. Likewise, Avolio, B. J., et al., (2004).

References

·       Avolio, B. J., et al. (2004). Transformational leadership in organizations. Journal of Management, 30(1), 185-202.

·       Klein, C., et al. (2009). Team-building as an intervention to improve organizational performance. Journal of Applied Psychology, 94(3), 535-546. https://doi.org/10.1037/a0013439

·       Frontiers in psychology. Retrieval April 14, 2016, from Journal homepage URL. Leadership transformational and project outcomes. Retrieved from https://www.frontiersin.org

·       Sage Journals. (n.d.). Comparing leadership approaches and their effects on the integrated team effectiveness. Retrieved from https://www.sagejournals.com/

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Meeting management for the 21st-century workplace is crucial due to the fact that meetings are the key tool for communication, decision-making and problem solving. The studies show that people attend more than one conference every day and they consider 37% of that time unproductive. Therefore, using industry best practices are key in changing meetings into productive time.

Strategies used in the Conduct of Effective Meetings

1. Purpose Determination: The meeting must therefore address an essential problem that cannot be resolved by just writing an email or using memo. It is always advisable to consult other participants and get to confirm that the meeting is important.

2. Preparation: Decide if it is going to be a live or online event and decide further modes –lease out a hall for meeting or, arrange for the technical support if it is going to be an online conference. Who gets to be an issue, here, by recognising ‘Zoom exhaustion’ becomes an issue within virtual environments.

3. Participant Selection: Constrain the participants for efficient decision making, it is preferable to have not more than eight participants. Mass events refer to events that are appropriate for incentive events like award events.

4. Scheduling with Digital Tools: Jer preferably, work with the computerized calendars – web calendars (Google Calendar, Apple Calendar) for appointment & schedule control and to predict more convenient free time.

5. Agenda Distribution: Settle on a framework and distribute it with at least two days before the particular meeting. The schedule should include the date, time, place, the subject, who is meeting and/or who is responsible, time for the agenda items and what preparations should be made prior to the meeting.

6. Ground Rules and Introduction: Use the going-around technique with every participant, where each has to state his or her name and purpose for coming to the meeting briefly (3-5 minutes).

7. Managing Discussions: Incorporate all members into the conversation and stay on track by noting other items/ideas for further discussion in a “parking lot.” Summarise the discussion in a group to be certain that everyone has agreed.

8. Conflict Resolution: Manage conflict by making sure that each person can express him or her belief while the other party is made to hear everyone fully. A leader should be a kind of coordinator, and he should develop the ability to make clues about the general trends of conversations as well as lead the group to make detections and decisions by himself.

9. Conclusion and Follow-Up: It is crucial to spend the final minutes of the meeting to briefly present what has been decided on, who will do it, and by when. Ensure everyone present endorses the work done and then set the time for the next one. Circulate minutes within few days for accountability.

10. Virtual Meeting Etiquette: When working in virtual meetings identify the right technology to use and make sure all concerned use it often. Incentivise early login, think about the times zones in your organisation and come up with strict guidelines on when to ask a question. Participants should be encouraged to moderate multitasking and turn taking in the course of a discourse.

Conclusion

Applying all of the referenced strategies can help improve the traditional and web-based meetings. Companies should approve the processes and consider the meetings as very important in as a way of enhancing efficiency in communication in an organization.

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Kirandeep Kaur

37 Westowanis Drive

Etobicoke, Ontario

kirandeep2k23@gmail.com

Phone Number: (437) 669-7379

Date- October 27, 2024

Hiring Manager

FedEx Corporation

180 Queens Plate Dr,

Etobicoke, ON M9W679

Dear Hiring Manager,

I am writing to declare my interest in the Operations Manager position with FedEx as advertised for. This is an indication of my ability to plan the operational activities of an organization and the communication skills and the commitment to foster time-tested and efficient organizational development skills that makes me ready to be instrumental to FedEx in its provision of logistics and supply chain services. I look forward to applying my organization, attention to details, and cost saving experience to this role and ensure that FedEx continues to deliver great services as you are well known for.

I have had a strong background in Print Media, and I have learned how to dish out the everyday operations of a business and properly coordinate resources and organize productivity for the employees. My working assets include timely management proficiency, flexibility, and disposition for handling multifunctional projects. In addition, being fluent in the communication education helps me to have good interpersonal skills to be able to relate with individuals in different capacity within organizations. I also want to take up this position at FedEx because of our focus on innovation in logistic and supply chain solutions. I look forward to using my understanding to and being part of a team that will ensure that FedEx remains a company with quality services and reliable services at that.

To build up my sound competence in specific areas, I am endeavouring to develop project management and supply chain management. At the moment I’m undergoing an advanced project management certification program and will be complete in 3 months. Thus, I am looking for practical experience in SCM, volunteering and internships in supply chain companies. These are useful experiences which are improving my insight of the logistics activities and the supply chain management approaches – the key factors that determine optimum effectiveness in an operations manager position.

With regard to growth plans, I have developed the calendar for further education as well as certification and attending conferences more frequently. My training and development include being certificate in Certified Supply Chain Professional (CSCP) within on the next one year. I am sure this more structured and calculated approach with planning my career path will help me in becoming more beneficial to the FedEx team, while increasing attention to details in operations.

I am grateful for your time to interview my application. I look forward to the opportunity of contributing to the performance of FedEx Company as well as to the operations department and most importantly, to show you a world class commitment to quality improvement and productivity. I am therefore waiting for the chance to explain in detail how my interests, experience, and prospective positions myself naturally for the Operations Manager post.

Warmest regards,

Kirandeep Kaur

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My name is Kirandeep Kaur. I am from Punjab, India. I have completed my senior secondary with commerce discipline and am currently pursuing a business diploma with the goal of becoming an operations manager.

I have experience of 6 months as a receptionist, which has helped me to develop communication skills. I also have other talents like decision-making, doing work in a team, and high confidence.

If i talk about my skills, I have different skills:

Leadership and Management

Time Management

Proficient in Technology

Risk Management

Job Description:

An operations manager is a middle management position whose main duties entail the supervision of an organisation’s activities to bring out effectiveness, efficiency, and quality. Its primary objectives are to ensure optimal supply chain Management of resources, control of expenses, and effective management of operations.

Other Positions, like Operation Manager with a Detailed Description:

Operations Coordinator: In charge of the day-to-day running of the organisation, coordination of activities, and control of resources.

Supply Chain Manager: Responsible for the processing of physical goods, service delivery, and information flow from the inputs and through to the consumers.

In order to apply for an Operation Manager’s position, I have outlined strengths, weakness and opportunities to develop.

Strengths:

Good staffing, interpersonal skills, organisational skills, good communication, problem-solving, and negotiation skills; these include time management, flexibility, good interpersonal skills, decision-making, and adaptability.

Weaknesses:

Lack of experience in the area of supply chain management. Faculty requires better project management skills. Lack of familiarity with characteristics of a particular sector or type of business, its software, and instruments.

Areas for Improvement:

Improve on project management by enrolling in an online course or a certification program.

Supply Chain Management should be done by having internships or volunteering to gain experience in the area.

Enhance training of industry-appropriate software and tools to increase the level of familiarity and application knowledge.

Personalised Timeline

Short-term (next 3 months):

Finish current FCT certification.

Take higher-proficiency relevant courses (e.g., project management courses, supply chain management courses).

If one is interested in logistics or operation, one should volunteer to do a project in the related position to gain experience.

Mid-term (next 6 months):

Determine places to network (e.g., specific trade shows, groups/associations).

Attend formal business gatherings and get to know various people who could be of assistance in this field.

There is also the need to further improve on several skills, such as procurement management skills, project management skills, and supply chain management skills, among others.

Long-term (next 12 months):

One has to complete an assignment that will contain a scenario of a real-life situation and the skills in operation management.

Proceed working on the accumulation of experience and developing operation management skills Take preparation and attempts in the certification tests, such as Certified Supply Chain Professional (CSCP).

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The Goals of the First Interview

The first interview serves several important purposes:

Convey Your Qualifications: It enables the candidates to pass important information about them in form of skills, experience, and qualifications.

Gain Information About the Employer: This also means that candidates can ask questions, they want to know more about the organization and the company culture, objectives, workforce vacancies, and even the level of compensation available for the position.

Assess Candidate Fit: During this stage, the employer determines if you are right for the job requiring the right attributes, character and who has interest in the work offered.

Confirm Your Interest: Recruitment process determination is useful in making both parties to decide if there is a possibility of further hiring.

The first interview is traditionally 75 percent self-promotion and 25 percent fact finding.

What Interviewers Look For:

In screening interviews, which are typically the first round, interviewers assess candidates on four key areas:

Ability/Skills: Is the person who is being presented really employable for the job at hand?

Will/Motivation: In this test, does the candidate possess the motivation to do well in the job?

Personality: And, more importantly, how will the candidate interact with other members of the company?

Fit: How does the candidate fit in the company environment?

Typical Interview Structure

A first interview generally follows this structure:

Introduction: To create a favorable first impression and therefore ensure that people warm up to you.

Background: That is why the interviewer gets to know your skills and experiences.

Discussion: This is when you have to make yourself sellable and to ask good questions.

Closing: Talk about the further actions and always make a positive ending of the conversation.

Preparing for an Interview

The preparation for an interview is a major aspect of interviewing, and one must know him or herself and the organization. Candidates should:

Most of them should go through their skills, strengths, and previous accomplishments with a fine-tooth comb.

Investigate this particular company’s general culture, as well as specifics that apply to the positions of the organization’s personnel, whether or upper management.

Get ready to present their success stories with help of the STAR method (Situation, Task, Action, Result).

Another aim is to prepare for the mock interview which can include answering the most frequent questions.

Common Interview Questions

There are several types of questions interviewers may ask:

Credentials: “What are you good at?”

Experience: “What can you describe about your internship with [insert company name here]?”.

Behavioral: ‘That is an instance that can be described as the ability to participate in a group to address an issue’

Opinion: “I’m a little unsure about our purchase of [company name] What do you think of it?”

Brainteasers/Case: What is the reason manhole covers are round?

Behavioral Questions & Answers

The STAR technique is the best way of answering behavioral questions. It involves:

Situation: Describe the setting of the experience you were in.

Task: How you perceived the task or challenge?

Action: Explain measures you undertook to meet the task.

Result: Let others know the consequences or benefit of an action you undertook for a particular task.

For instance, when in the course of a job interview, you are asked to give details of the time you worked in a group you could explain the circumstances, challenge the team faced, the roles you played in the project and the results achieved.

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Sample Preparation and Management: The Second Interview

The second interview is more likely to be structured, and the questions related to the job and your place in the company are asked. It also encompasses contact with several people in the company including supervisors, interacting and potential work-mates. That is, I would find out whether you are suited to be a member of the team and organization. In preparation, candidates should:

Encourage them to dig deeper into the company and industry information base.

CONNECT with people in the organization or similar jobs.

Know also that the questions get a little more focused and technical and are directed towards the position.

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Non-Verbal Communication

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

Body Language: Stand erect, gesture with hands and avoid wringing, folding or clasping them.

Eye Contact: Maintain eye contact as this will demonstrate confidence all through.

Tone and Speed: Number three, speak calmly, and at a speed with which one feels comfortable.

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Professionalism and Etiquette

To leave a lasting positive impression, candidates should:

Arrive on time.

Neat and business-like grooming should undertaken.

When meeting the hiring managers, they should also ensure they have multiple copies of their resume and portfolio.

Send a thank you note immediately after the interview but within 24 hours of the interview.

Make sure they have a LinkedIn page and their personal social media profiles when searched give a professional impression.

Final Suggestions

Last but not the least, candidates should be aware of any lawful or unlawful questions that may be posed to him during the interview. If asked the kind of questions mentioned above, they can wisely request the interviewer how the question is relevant to the position, or they decline politely. Pretentiousness and courtesy in the process will contribute to the guarantee of the vacancy and the basis for future communication with the company.

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Modern and Effective Interpersonal Skills Associations with Success

Interpersonal skills, or people or soft skills, are essential for effective functioning at individual and organisational levels. The competencies that fall under this broad category include communication skills, care and compassion, collaborative skills, management and decision-making skills, and conflict-solving skills.  Possessing these skills enables the workers to work in a group, have rapport within their workplace, and make work a joyful experience. Interpersonal skills do not require the application of force and use of weapons for success; rather, knowledge about what others need and want, ways in which they express it, and ways in which it is effective contribute to interpersonal success, enhanced work group performance, and job satisfaction.

Key points:

Communication: controlling the amount and type of information presented as well as being attentive to other people.

Empathy: Empathy is the ability to relate to the feelings of others and deal with disagreements in order to improve interaction.

Conflict resolution: How to deal with conflicts in order not to disrupt other participants and their work within the team.

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DALL·E 2024-10-06 12.54.21 - A visually engaging and modern infographic illustrating the associations between interpersonal skills and success. The design features interconnected 

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Sharing Feedback

Receiving and offering feedback is especially valuable in individual and organisational development processes, at the workplace as well as elsewhere. Affirmation allows people to be aware of the areas of strength as well as those which need improvement. The best feedback has to be understandable, precise, timely and practical.

Best practices for sharing feedback:

Prepare in advance: Help your brain go on an assembly line, and please make sure that your feedback is targeted.  Be timely: Feedback should be offered shortly after the event in order for it to be relevant.

Focus on actions, not the person: Work on behaviour and activity rather than making comments implying on a person.

Start with positive feedback. It makes the person more open to any positive criticism that might come his or her way after.

Limit the number of issues: It is advised to limit the number of bullet points between 2-3 only, so as not to put the recipient off when going through it.

Public praise, private criticism: The positive feedback could be given publicly; however, the criticism should always be given privately.

Step by step, how to handle and approach difficult people and situations

Most people have faced problems with colleagues or friends at work or in their daily relationships. They may be rude, uncooperative, or negative at times; however, managing the employee misbehaviours is important to avoid disruption.

Techniques to deal with difficult people:

1.     Use kindness. It also helps when you simply respond with least amount of anger and give the person time to calm down.

2.     Stay calm: One of the major benefits of managing your feelings is to regain control of the situation.

3.     Set boundaries: Find out when to draw a line and defend your territory.

4.     Control what you can: Concentrate on changeable issues of the situation and learn to accept the rest of circumstances in your life.

5.     Ignore when necessary: In the case where one person for example, is always negative and doesn’t contribute in any way to what you are doing, the best thing might be to avoid them.

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DALL·E 2024-10-06 12.59.00 - An infographic illustrating the concept of 'Sharing Feedback' in a professional context. The design should include visual elements like speech bubbles

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Managing Conflict

Dispute is sensitive in any form of business association, employee, or partnership, but productive tackling and controlling of conflict improves the relationship as well as increases productivity. There are three main types of conflicts: content-based, structural, and process-based. To deal with conflict, it is important to ascertain the cause and use the appropriate conflict handling technique.

Types of conflict:

• Functional conflict: appropriate level of conflict, which means conflict that can be managed to encourage creative problem solving.

• Dysfunctional conflict: excessive conflict, which is also destructive to performance and team cohesiveness, or lack of conflict, which is also damaging to the quality of work.

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Conflict management styles:

1. Avoidance: Inability to work with others; it is effective in minor problems but results in open-ended problems.

2. Accommodation: This consists of the other party getting what they want to avoid the conflict or the disagreement, and on the long end, it fosters resentment feelings.

3. Competition: Making decisions and imposing them to achieve one’s goal works in some cases but can damage people.

4. Compromise: As in most compromises, both parties make concessions to achieve an outcome while sacrificing something that is important to them. At the same time, the results are usually less than ideal for both parties.

5. Collaboration: The process of bargaining with the aim of getting to a solution that will make both parties benefit from anything they want.

Summary of Conflict Management Styles:

• Lose-lose conflict: Neither party wins; it can be witnessed in avoidance or in accommodation.

• Win-lose conflict: It is a situation in which one party gains or enjoys a particular advantage over the other, usually in rivalry.

• Win-win conflict: Both work together to find a solution in which both can gain, which is the best resolution in cases of constructive conflict.

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That is why management and development of interpersonal skills, such as providing and receiving constructive feedback, or handling conflicts are crucial for employees of the contemporary workplaces. First, while communication promotes growth, second, while dealing with people that are hard to deal with or with conflicts enhances the cooperation and productivity of the team. This is the reason why with the help of tools such as teamwork and learning the various approaches towards conflict solving people can change threats into opportunities for improvement of organisational climate and productivity.

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Introduction

In the context of business, the communication process is of paramount importance with regards to making sure that organisational processes run smoothly. It includes facial, gesture, vocal, tone and touch, and each of them has its specific uses. This project will examine the communication patterns of individuals, business writing protocols, and protocols in business professions across multiple organisations.

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1. Verbal Communication

Verbal communication therefore is the use of words spoken either formally or informally. It can be both spoken and written and comes in different forms:

Spoken vs. Written: We can classify communication as spoken and written communication; spoken communication is usually immediate and casual, while written communication is usually sequential and formal. While spoken communication is real-time flexible, written communication can be saved and referred to over and over.

Benefits of Spoken Communication:

Builds rapport and trust

Provides immediate feedback

Considered emotions assist in the building of relationships.

This actively addresses misconceptions in the same scope that have arisen as a result of one or both participants misunderstanding a given information, which is particularly useful in interlocutors’ flows.

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2. Non-Verbal Communication

Paralinguistic factors, including gesture, facial and eye contact, and the close or distance between the two people, complement or negate verbal messages. They are tools that can help a person communicate intonation and feelings that words are unable to express.

Sub-type of Non-Verbal communication

Gestures are another important component of communication that is words and contains meaning and importance.

Here are the key types:

1. Facial Expressions

The human face is the most important organ for nonverbal communication. The facial movements that express some feelings are happy, sad, angry, or surprising. Sometimes, people gesture or frown while saying something opposite of what they are actually feeling or thinking.

For example, whenever you smile, people will feel you are friendly or that you are happy, and if you form a frown, they will think you are angry or dissatisfied.

2. Gestures

Facial and gesturing is the way in which people employ the hand or some other part of the body to stress emphasis or mean. Some examples of gestures include pointing at an object to get your friend’s attention; waving at a friend as he goes past the mailbox to assist him; or punching the fists when angry. It was also noted that some gestures are absolute, while others are relative: the sight of a face might mean one thing in one country and something else in another.

3. Proximity

Physical refers to how close the communicating parties are physically in their endeavours. The space kept can mark comfort, closeness, or discomfort. For example, touching might look like an invasion of personal space, or, on the other hand, lack of touch might look like the person is uninterested, uncaring or even aloof. In professional placement, personal space is important because some behaviours can be deemed invasive to the other person.

4. Touch

Touch transmits many things, such as feelings and authority. A handshake, the slap on the back, or a hug could say I support you, well done, or I love you.

Nevertheless, touch is also sensitive because, in the right context, relationship, or culture, it can be interpreted as negative.

5. Eye Contact

Eye contact should take the highest priority, as it is the gesture that people use to show attentiveness, confidence, and honesty. Eye contact in a conversation is what determines who is interested in the conversation and who is just bored out of their mind.

6. Appearance

Other functions of apparel also facilitate non-verbal communication; these include dress, ornaments, and hygiene state. If you dressed a certain way, then you would be viewed by the people around you in that particular manner. Understanding of a well-groomed man—polite, intellectual, intelligent, experienced; perception of a man in jeans and a T-shirt—informal, open, friendly.

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Active Listening

Definition: It means that active listening calls for an effort that is geared towards attempting to grasp the full essence of the communication passed across by the speaker without in any way giving the speaker any hint on what is being communicated to others. This includes abilities like a question asking, emotional point of anything, and other words.

Importance: Listening is an indication of respect.  When people do not feel respected, they get angry and resentful if they are not listened to.

Listening Facts: Communication is 10% verbal, 55% nonverbal, and 35% vocal.

Benefits of Good Listening:

Improves communication: It will help people to understand what is being told to them and will reduce misunderstandings.

Shows care: Listens carefully to the speaker’s opinions and concerns and shows it.

It improves relations with the customers.

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Types of Listening

Inactive Listening: They are virtually neglected and therefore disengaged, as well as missed in understanding.

Selective Listening: Forgetting the whole body of the message: When someone receives a message, only the fragments of the message get into his head, and the rest is left out.

Active Listening: Active and receptive.

Reflective Listening:  Parroting what the speaker has said as a sign of understanding of the content of the speech being made.

How to Be an Active Listener

·       Choose the right tone and ways of communication.

·       Acceptance and non criticism should be given for the feedback given to the peers.

·       It has been studied that more accents should be put on content and, at the same time, on intent.

·       Pay attention to the words being said and parrot what has been said to be sure of the meaning of the content.

·

Sources of Barriers to Effective Listening

Internal Barriers: Not knowing the personal mindset and expectations, being scared or angry, being bored at work.

External Barriers: Noises, motions, lack of proper preparation, and wimbling.

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Writing Styles Expository Writing: Normal aims to provide information persuasively without airing one’s own opinions. Descriptive Writing: Characterise details about a character, event, or place, distinguishing it by the sensory input it creates. Persuasive Writing: Includes facts to persuade the reader of the author’s stand. Narrative Writing: Describes an event from the author’s point of view and is typical for novels, biographies, and autobiographies.

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Communication in a Diverse Society:

As a social process in a multicultural world, communication unites people and helps them to relate with one another in a civil manner that will respect their differences.

It is among the most important facets of cultural diversity for several reasons, as mentioned below:

Communication is still at the core of working with people. It assists in breaking barriers, and people’s treatment is similar to other people, and they are treated fairly. Effective communication fosters cooperation with the different staff members, facilitating teamwork with everyone easily capable of delivering.

Challenges of Communication at a Diverse Workplace:

Cultural differences are an aspect that makes the communication process difficult since it considers the use of language, symbols, and gestures differently. Eradicating such barriers calls for assimilation and appreciation of these differences, and it takes an effort to bridge these gaps by practicing courteous communication.

Diversity at the Workplace and Why It Matters:

Benefits of Workplace Diversity:

• Reputation and Profitability: Diversity in the workforce therefore helps to improve the reputation of an organisation and can result in improved profitability.

• Innovation: People are diverse in their thinking, and this means that diversity will lead to more creativity and innovation.

• Talent Pool Expansion: It is always advantageous to have people from all walks of life because this brings so much diversification to the pool of talent.

Examples of Diversity:

• The acceptance of diversity in life and previous experiences or history.

• Respecting one’s abilities and aspirations and how they create a diverse work environment.

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Communication Barriers: Interpersonal barriers are barriers that affect the flow of information exchange both effectively and efficiently.

Types of Barriers:

• Physical: constraints that affect communication in an organisation.

• Cultural: These are the socio-cultural factors, which include variation in culture and organisational practices.

• Language: Lack of effective communication because of the different language used.

• Emotional: moods that impair understanding of the message transmitted or delivered.

• Gender: Sex stereotypes and other forms of communication patterns commonly associated with the gender of the participants.

• Organisational: The one that arises from difficulties associated with the structure of the organisation.

• Perceptual: Two people’s perspectives of the same thing.

Cultural Differences in Communication

Communication is a necessary key factor in the success of international business ventures. It can make the difference between the success and failure of an established business venture.

People in different cultures have different communication styles, which influences so many areas of business, such as marketing, cross-cultural business dealings, etc. For instance, how you present yourself in meetings and how you bargain with the suppliers will depend on culture.

To overcome these challenges:

• Understand cultural differences: Accept differences in the manner through which people from different cultures may communicate.

• Adapt your communication: Make sure you adapt your language and your body language to the cultural context of the person or the meeting you are going to have.

• Be open and sensitive: Two people of different cultures must handle the situation with negative bias and should respect each other’s point of view.

Intercultural Communication and International Business:

While intercultural communication is a very important field, international business students and practitioners should also understand and appreciate the influence the second field has on the first field.

Importance: Today, primary inter-organizational relationships have become more intercultural due to globalisation. This indicates that people from different cultures should embrace understanding and respect the aspects that may be different from them so that they may be able to avoid misunderstandings and embrace good business relationships so that they may be able to succeed in their business ventures.

Strategies for Effective Global Communication:

• Remove all forms of complexity and keep off from the use of technical terms.

• As much as possible, be specific in writing and in sending messages.

• Learn other cultures and ways of doing things.