- As a language student, you are expected to have learned something about effective written/spoken communication in your workplace.
What were some workplace communication tasks/genres you encountered in your internship? List as many as you can think of and also state the language(s) involved for each of them. (This list should be an updated version of what you put in the Interim Reflections, if you encountered more types of tasks/genres after that.)
Examples of written tasks/genres: formal and informal emails, letters, text messaging, forms, reports, agendas, minutes, etc. (written for different readers and with different communicative purposes).
Examples of spoken tasks/genres: phone calls for handling enquiries from customers/parents of your students, small talk with colleagues, oral presentations, formal and informal meetings and discussions, language for classroom management, etc.
- Choose at least two communication tasks/genres from Question 1 above and apply your knowledge of linguistics and your work experience to comment on what makes these tasks/genres effective in your particular workplace.
(For example, what is the generic structure and discourse features of the written/spoken texts in question, what are some useful language or strategies, how you can mitigate face-threatening acts, deliver bad news, establish rapport, apply politeness strategies, etc.)
state how you learned what youâve learned and overcame any difficulties that you had encountered.
- As a language student, what have you learned about professional or workplace communication in general through your internship?
Sample Solution
(2004) outlined structure culture as a dynamic force among joc4-2013_v3c.indd 116 twenty seven.12.2013 17:17:41 117 the organization that is revolving, participating and interactive and itâs formed up by the staff and management gestures, behaviours and attitudes. structure culture is that the basic pattern of shared assumptions, values and beliefs thought-about to be the right method of brooding about and performing on issues and opportunities facing the organization. itâs whatâs vital and unimportant within the organization. itâs typically thought of as organizationâ DNA- i.e. invisible to the eye, nonetheless a strong example that shapes what happens within the geographic point. therefore why Schneider and Smith (2004) argues that culture begins with leadership and passed on to the structure members; itâs seen as a group of forces that form and confirm human behavior. The culture of a corporation is caused as a results of various factors a number of that embody the influences of national culture, previous events within the organization, the various personalities and also the socialization individual members tough as a results of past instructional and work settings (Mahler, 1997). It includes the assumptions, values and beliefs of organization. Assumptions ar the shared mental models, the broad worldviews or theories in use that individuals have faith in to guide their perceptions and behaviours, for instance, staff assume that the companyâs integrity to employees/staff compensation administration is one amongst the keys to the companyâs survival and success. Organizationâs beliefs represent the individualâs perceptions of reality. Organizations take issue in their cultural content in terms of the relative ordering of beliefs, values and assumptions. as an example, some organization practices place a premium on their achievement and choice, coaching and development programmes, compensation administration and even, performance management. Also, some place a premium on career development, goal setting and pay-for-performance, all with the intent of increasing worker performance and client service. this may facilitate to form a culture of high performance across the organization. Some organizations support worker eudaimonia with free treatment, personal trainers, cheap eating house, unlimited sick days, heavily backed day care, etc. structure culture affects company performance. company culture may be a deeply embedded style of group action that influences worker selections and behavior. Culture is pervasive and operates unconsciously. itâs associate degree automatic pilot directive staff in ways in which ar in line with structure expectations. structure culture is that the social glue that bonds folks along and makes them feel a part of the structure expertise. staff ar driven to internalise the organizationâs dominant culture as a result of it fulfils their wants for social identity. This social glue is the way to draw in new workers and retain prime performers. Again, company culture assists the sense-making method. It helps staff perceive structure events. they will get on with the task at hand instead of pay time attempting to work out whatâs expected of them. staff may communicate additional expeditiously and reach higher levels of cooperation with one another as a result of they share common mental models of reality. associate degree structure culture may influence the achievement and choice activities of a corporation. This is sensible as a result of sensible behavior is driven by moral values. a corporation will guide the conduct of its staff by embedding moral values in its culture. Organizational culture has ability to extend job satisfaction, and awareness regarding drawback determination and organization performance (Kotter, 2012). If the structure culture becomes incompatible with the dynamic expectations of internal and/or external stakeholders, the organizationâs success can decrease because it went on with some organizations (Ernst, 2001). Organization performance and organization culture area unit clearly attached Kopelman, Brief, & Guzzo, 1990), although the confirmation regarding the right nature of this relationship is miscellaneous. analysis shows that the relation between several cultural qualities and high performance arenât persistent over time (Dension & Sorenson, 1990, 2002) We can say that the impact of structure culture on worker behavior and performance is predicated on four necessary concepts (Bulach, Lunenburg, & Potter, 2012). Firstly, having information of the organization culture permits staff to know the history and functioning of the organization. this {information} provides information regarding projected future behaviors. Secondly, structure culture raises devotion to the organizationâs philosophy and values. This commitment creates shared feelings of achieving common goals. It suggests that organizations can do larger success only if staff share values. Thirdly, structure culture, with its norms, deal as a sway mechanism to direct behaviors toward expected behaviors and far from unfavorab>
(2004) outlined structure culture as a dynamic force among joc4-2013_v3c.indd 116 twenty seven.12.2013 17:17:41 117 the organization that is revolving, participating and interactive and itâs formed up by the staff and management gestures, behaviours and attitudes. structure culture is that the basic pattern of shared assumptions, values and beliefs thought-about to be the right method of brooding about and performing on issues and opportunities facing the organization. itâs whatâs vital and unimportant within the organization. itâs typically thought of as organizationâ DNA- i.e. invisible to the eye, nonetheless a strong example that shapes what happens within the geographic point. therefore why Schneider and Smith (2004) argues that culture begins with leadership and passed on to the structure members; itâs seen as a group of forces that form and confirm human behavior. The culture of a corporation is caused as a results of various factors a number of that embody the influences of national culture, previous events within the organization, the various personalities and also the socialization individual members tough as a results of past instructional and work settings (Mahler, 1997). It includes the assumptions, values and beliefs of organization. Assumptions ar the shared mental models, the broad worldviews or theories in use that individuals have faith in to guide their perceptions and behaviours, for instance, staff assume that the companyâs integrity to employees/staff compensation administration is one amongst the keys to the companyâs survival and success. Organizationâs beliefs represent the individualâs perceptions of reality. Organizations take issue in their cultural content in terms of the relative ordering of beliefs, values and assumptions. as an example, some organization practices place a premium on their achievement and choice, coaching and development programmes, compensation administration and even, performance management. Also, some place a premium on career development, goal setting and pay-for-performance, all with the intent of increasing worker performance and client service. this may facilitate to form a culture of high performance across the organization. Some organizations support worker eudaimonia with free treatment, personal trainers, cheap eating house, unlimited sick days, heavily backed day care, etc. structure culture affects company performance. company culture may be a deeply embedded style of group action that influences worker selections and behavior. Culture is pervasive and operates unconsciously. itâs associate degree automatic pilot directive staff in ways in which ar in line with structure expectations. structure culture is that the social glue that bonds folks along and makes them feel a part of the structure expertise. staff ar driven to internalise the organizationâs dominant culture as a result of it fulfils their wants for social identity. This social glue is the way to draw in new workers and retain prime performers. Again, company culture assists the sense-making method. It helps staff perceive structure events. they will get on with the task at hand instead of pay time attempting to work out whatâs expected of them. staff may communicate additional expeditiously and reach higher levels of cooperation with one another as a result of they share common mental models of reality. associate degree structure culture may influence the achievement and choice activities of a corporation. This is sensible as a result of sensible behavior is driven by moral values. a corporation will guide the conduct of its staff by embedding moral values in its culture. Organizational culture has ability to extend job satisfaction, and awareness regarding drawback determination and organization performance (Kotter, 2012). If the structure culture becomes incompatible with the dynamic expectations of internal and/or external stakeholders, the organizationâs success can decrease because it went on with some organizations (Ernst, 2001). Organization performance and organization culture area unit clearly attached Kopelman, Brief, & Guzzo, 1990), although the confirmation regarding the right nature of this relationship is miscellaneous. analysis shows that the relation between several cultural qualities and high performance arenât persistent over time (Dension & Sorenson, 1990, 2002) We can say that the impact of structure culture on worker behavior and performance is predicated on four necessary concepts (Bulach, Lunenburg, & Potter, 2012). Firstly, having information of the organization culture permits staff to know the history and functioning of the organization. this {information} provides information regarding projected future behaviors. Secondly, structure culture raises devotion to the organizationâs philosophy and values. This commitment creates shared feelings of achieving common goals. It suggests that organizations can do larger success only if staff share values. Thirdly, structure culture, with its norms, deal as a sway mechanism to direct behaviors toward expected behaviors and far from unfavorab>
