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Cross-Cultural Business Communication: Overcoming Communication Barriers (Instructor Guide) |
1.00 |
There are several barriers that can affect cross-cultural communication. Generally, barriers have a negative effect on communication because they might distort the speaker’s message or the listener’s understanding. It is important to understand these barriers to communicate effectively with people from different cultures.
In this course you will learn to: identify common cross-cultural communication barriers, overcome communication barriers and avoid cultural bias, and employ qualified interpreters and communicate through them.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Correcting Performance Problems: Identifying Performance Problems (Instructor Guide) |
1.50 |
An attendance problem occurs when an employee fails to report to work, doesn’t give proper notification of an absence, or exceeds the number of days allotted for absence.
You should address attendance problems carefully. Handling these problems poorly can lead to serious consequences, such as frequent employee turnover or workplace aggression. Before confronting an employee with an attendance problem, you need to identify the type of attendance problem and determine its severity.
In this course you will learn to: identify the types of attendance problems, assess their impacts, and determine a problem’s severity, identify the types of achievement problems, assess their impacts, and determine a problem’s severity, identify the types of conduct problems, assess their impacts, and determine a problem’s severity. |
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Correcting Performance Problems: Investigating Performance Problems (Instructor Guide) |
1.00 |
Before addressing a performance problem, you should confirm the existence of the problem itself. An interview is a useful method for doing this. During the interview, you might encounter facts that you were previously unaware of and excuses that you didn’t expect. It's important to follow a definite process, and expect the unexpected during the interview.
In this course you will learn to: identify the causes for an employee’s performance problem by interviewing, and question an employee regarding attendance issues, describe the factors affecting achievement, and apply conduct investigation techniques.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Correcting Performance Problems: Addressing Behavioral Problems (Instructor Guide) |
0.84 |
For a feedback session to be effective, you need to emphasize the impact of the problem behavior to the employee. Their behavior mainly impacts three entities: the organization, co-workers, and the employee. When explaining these factors, you should maintain a proper perspective based on some set guidelines throughout the feedback.
In this course you will learn to: communicate and prevent the discrepancy between an employee’s behavior and performance standards, and identify the type of employee reaction and tackle it effectively.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Correcting Performance Problems: Disciplining Employees (Instructor Guide) |
1.67 |
Discipline is proactive, as opposed to punishment, which is reactive. Punishment provides a consequence to an action that is deemed unacceptable, whereas discipline is designed to exchange undesirable behavior for satisfactory behavior.
The purpose of disciplining an employee is twofold:
1. To correct or eliminate undesirable behavior, and
2. To provide training that improves or strengthens performance.
In this course you will learn to: keep a disciplinary perspective, determine the cause for disciplining an employee, and prepare for conducting a disciplinary meeting, maintain a positive rapport, avoid pitfalls during a disciplinary meeting with employees, and keep meetings productive, and monitor employee performance and conduct a follow-up meeting with the employee.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Business Ethics: Ethical Decisions (Instructor Guide) |
1.67 |
In this course you will learn to: define business ethics, describe how to balance personal values and organizational ethics, and identify common ethical dilemmas and their causes, and describe the DECISIONS method of making ethical decisions and identify the barriers to making such decisions. |
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Correcting Performance Problems: Providing Feedback To Employees (Instructor Guide) |
0.84 |
By addressing employees who have performance problems, you can help them make positive changes, encourage career advancement, and promote personal and professional growth. Addressing an employee involves providing the feedback necessary to improve performance.
In this course you will learn to: prepare to conduct a feedback session in which you encourage communication with the employee, and conduct a constructive feedback session with an employee who has a performance problem.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Interviewing Skills: EEO Guidelines (Instructor Guide) |
0.50 |
The Equal Employment Opportunity Commission (EEOC) administers and enforces Title VII, which prohibits discrimination in employment on the basis of race, color, religion, sex (including gender identity, sexual orientation, and pregnancy), national origin, age (40 or older), disability, or genetic information. Other federal, state, and municipal laws also prohibit discrimination on these, and other, bases.
In this course you will learn to: list the provisions, general principles, and key terms of EEO, and identify appropriate and inappropriate interview questions, including those that are not permissible according to the law.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Interviewing Skills: Evaluating and Deciding (Instructor Guide) |
0.67 |
When determining which candidate will be most successful in the job and your organization, you must complete two important steps. First, you should assess each candidate’s experience and past performance, and compare them to the job’s success factors. Then, you should compare candidates with one another to identify the one with the best fit for the job and culture.
In this course you will learn to: identify the types of bias and the steps to evaluate a candidate, and identify several criteria for ranking candidates.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Interviewing Skills: Federal Laws (Instructor Guide) |
0.67 |
Congress enacted the Americans with Disabilities Act (ADA) to provide a clear and comprehensive mandate to eliminate discrimination in employment against individuals with disabilities. This Act continues to have long-term benefits for American businesses, since it helps ensure that all workers have an opportunity to maximize their contributions to the productivity of the American economy.
The Immigration Reform and Control Act (IRCA) was signed into law in 1986 because of the large number of illegal aliens working in the United States. The purpose of the Act was to preserve jobs for those who are legally entitled to these, such as U.S. citizens and foreign nationals eligible to work in the United States. The Act is not a negative response to the diversification of the work force, but rather an acknowledgement of it, protecting the rights of both employer and candidate.
In this course you will learn to: define disability and identify the questions that are prohibited by the Americans with Disabilities Act, and hire employees legally under the Immigration Reform and Control Act and use Form I-9.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting, or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
