BUSINESS ENGLISH

MATERIALS FOR READING AND TRANSLATION

ACTIVITIES

English Instrutor
Drs. Suhanto Kastaredja, M.Pd

University of Sunan Giri Surabaya

Address: Jalan Brigjend Katamso II, Sidoarjo, Jawa Timur, 61256
Phone:(031) 8532477
2016

Page_1

UNIT 1
Personal Information Management
Personal information management (PIM) is the activities people perform in order to acquire,
organize, maintain, retrieve and use personal information items such as documents (paper-based and
digital), web pages and email messages for everyday use to complete tasks (work-related or not) and
fulfill a person's various roles (as parent, employee, friend, member of community, etc.).[1] More simply,
PIM is the art of getting things done in our lives through information.[2]
Practically, PIM is concerned with how people organize and maintain personal information collections,
and methods that can help people in doing so. People may manage information in a variety of settings,
for a variety of reasons, and with a variety of types of information. For example, an office worker might
manage physical documents in a filing cabinet by placing them in folders organized alphabetically by
project name, or might manage digital documents in folders in a hierarchical file system. A parent might
collect and organize photographs of their children into a photo album using a temporal organization
scheme, or might tag digital photos with the names of the children.
PIM considers not only the methods used to store and organize information, but also is concerned with
how people retrieve information from their collections for re-use. For example, the office worker might
re-locate a physical document by remembering the name of the project and then finding the appropriate
folder by an alphabetical search. On a computer system with a hierarchical file system, a person might
need to remember the top-level folder in which a document is located, and then browse through the
folder contents to navigate to the desired document. Email systems often support additional methods for
re-finding such as fielded search (e.g., search by sender, subject, date). The characteristics of the
document types, the data that can be used to describe them (meta-data), and features of the systems used
to store and organize them (e.g. fielded search) are all components that may influence how users
accomplish personal information management.
Studying, understanding, and practicing PIM can help individuals and organizations work more
effectively and efficiently, can help people deal with "information overload", and can highlight useful
strategies for archiving, organizing, and facilitating access to saved information.
There are six ways in which information can be personal:[1]
1. Owned by "me"
2. About "me"
3. Directed toward "me"

Page_2

4. Sent/Posted by "me"
5. Experienced by "me"
6. Relevant to "me"
One ideal of PIM is that people should always have the right information in the right place, in the right
form, and of sufficient completeness and quality to meet their current need. Technologies and tools such
as personal information managers help people spend less time with time-consuming and error-prone
activities of PIM (such as looking for and organising information). They then have more and better
insight in making creative, intelligent use of their time, or to simply enjoy the information itsel

UNIT 2
The Administration of a Business
The administration of a business includes the performance or management of business operations and
decision making, as well as the efficient organization of people and other resources, to direct activities
toward common goals and objectives.
In general, administration refers to the broader management function, including the associated finance,
personnel and MIS services.
In some analyses, management is viewed as a subset of administration, specifically associated with the
technical and operational aspects of an organization, distinct from executive or strategic functions.
Alternatively, administration can refer to the bureaucratic or operational performance of routine office
tasks, usually internally oriented and reactive rather than proactive. Administrators, broadly speaking,
engage in a common set of functions to meet the organization's goals. These "functions" of the
administrator were described by Henri Fayol as "the five elements of administration". Sometimes
creating output, which includes all of the processes that create the product that the business sells, is
added as a sixth element.
A business administrator oversees a business and its operations. The job is to ensure that the business
meets its goals and is properly organized and managed. The tasks a person in this position has are both
wide and varied, and often include ensuring that the right staff members are hired and properly trained,
making plans for the business' success, and monitoring daily operations. When organizational changes
are necessary, a person in this position usually leads the way as well. In some cases, the person who
Page_3

starts or owns the business serves as its administrator, but this is not always the case, as sometimes a
company hires an individual for the job.
When a person has the title of business administrator, they are essentially the manager of the company
and its other managers. The person oversees those in managerial positions to ensure that they follow
company policies and work toward the company's goals in the most efficient manner. For example, they
may work with the managers of the human resources, production, finance, accounting, and marketing
departments to ensure that they function properly and are working inline with the company's goals and
objectives. Additionally, he might interact with people outside the company, such as business partners
and vendors.

UNIT 3
RECRUITMENT

Recruitment (hiring) is a core function of human resource management.[1] Recruitment refers to the
overall process of attracting, selecting and appointing suitable candidates for jobs (either permanent or
temporary) within an organization. Recruitment can also refer to processes involved in choosing
individuals for unpaid positions, such as voluntary roles or unpaid trainee roles. Managers, human
resource generalists and recruitment specialists may be tasked with carrying out recruitment, but in some
cases public-sector employment agencies, commercial recruitment agencies, or specialist search
consultancies are used to undertake parts of the process. Internet-based technologies to support all
aspects of recruitment have become widespread.[2] [3]
Job analysis

In situations where multiple new jobs are created and recruited for the first time or vacancies are there or
the nature of a job has substantially changed, a job analysis might be undertaken to document the
knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the job. From these
the relevant information is captured in such documents as job descriptions and job specifications. Often,
a company already has job descriptions for existing positions. Where already drawn up, these documents
may require review and updating to reflect current requirements. Prior to the recruitment stage, a person
specification should be finalized to provide recruiters with the project's requirements and objectives.[4]
Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It may
involve internal and/or external recruitment advertising, using appropriate media, such as job

Page_4

portals,local or national newspapers, specialist recruitment media, professional publications, window

advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise scarce
candidateswho, in many cases, may be content in their current positions and are not actively looking
to move. This initial research for candidatesalso called name generationproduces contact
information for potential candidates, whom the recruiter can then discreetly contact and screen.[4]
Screening and selection

Various psychological tests can assess a variety of KSAOs, including literacy. Assessments are also
available to measure physical ability. Recruiters and agencies may use applicant tracking systems to
filter candidates, along with software tools for psychometric testing and performance-based assessment.
[5]
In many countries, employers are legally mandated to ensure their screening and selection processes
meet equal opportunity and ethical standards.[4]
In order to significantly improve the candidate evaluation and selection process, Buettner proposed a
recruitment framework for searching online social networks.[6]
Employers are likely to recognize the value of candidates who encompass soft skills such as
interpersonal or team leadership.[7] Many companies, including multinational organizations and those
that recruit from a range of nationalities, are also often concerned about whether candidate fits the
prevailing company culture.[8]
Disabled candidates

The word disability carries few positive connotations for most employers. Research has shown that
employer biases tend to improve through first-hand experience and exposure with proper supports for
the employee[9] and the employer making the hiring decisions. As for most companies, money and job
stability are two of the contributing factors to the productivity of a disabled employee, which in return
equates to the growth and success of a business. Hiring disabled workers produce more advantages than
disadvantages.[10] There is no difference in the daily production of a disabled worker.[11] Given their
situation, they are more likely to adapt to their environmental surroundings and acquaint themselves
with equipment, enabling them to solve problems and overcome adversity as with other employees. The
U.S. IRS grants companies Disabled Access Credit when they meet eligibility criteria.[12]

Approaches
Internal recruitment (not to be confused with internal recruiters!) refers to the process of a candidate
being selected from the existing workforce to take up a new job in the same organization, perhaps as a
promotion, or to provide career development opportunity, or to meet a specific or urgent organizational
need. Advantages include the organization's familiarity with the employee and their competencies
Page_5

insofar as they are revealed in their current job, and their willingness to trust said employee. It can be
quicker and have a lower cost to hire someone internally.[13]
An employee referral program is a system where existing employees recommend prospective candidates
for the job offered, and in some organizations if the suggested candidate is hired, the employee receives
a cash bonus.[14]
Niche firms tend to focus on building ongoing relationships with their candidates, as the same
candidates may be placed many times throughout their careers. Online resources have developed to help
find niche recruiters.[15] Niche firms also develop knowledge on specific employment trends within their
industry of focus (e.g., the energy industry) and are able to identify demographic shifts such as aging
and its impact on the industry.[16]
Social recruiting is the use of social media for recruiting including sites like Facebook and Twitter or
career-oriented social networking sites such as LinkedIn and XING.[17][18] It is a rapidly growing sourcing
technique, especially with middle-aged people. On Google+, the fastest-growing age group is 4554. On
Twitter, the expanding generation is people from ages 5564.[19]
Mobile recruiting is a recruitment strategy that uses mobile technology to attract, engage and convert
candidates. Mobile recruiting is often cited as a growing opportunity for recruiters to connect with
candidates more efficiently with "over 89% of job seekers saying their mobile device will be an
important tool and resource for their job search."[20]
Some recruiters work by accepting payments from job seekers, and in return help them to find a job.
This is illegal in some countries, such as in the United Kingdom, in which recruiters must not charge
candidates for their services (although websites such as LinkedIn may charge for ancillary job-searchrelated services). Such recruiters often refer to themselves as "personal marketers" and "job application
services" rather than as recruiters.[21][22]

UNIT 4

WRITING CV

Page_6

A CV is the most flexible and convenient way to

make applications. It conveys your personal details in
the way that presents you in the best possible light. A
CV is a marketing document in which you are
marketing something: yourself! You need to "sell" your
skills, abilities, qualifications and experience to
employers. It can be used to make multiple applications
to employers in a specific career area. For this reason,
many large graduate recruiters will not accept CVs
and instead use their own application form.
An application form is designed to bring out the
essential information and personal qualities that the
employer requires and does not allow you to gloss over
your weaker points as a CV does. In addition, the time
needed to fill out these forms is seen as a reflection of
your commitment to the career.

Often selectors read CVs outside working

hours. They may have a pile of 50 CVs from
which to select five interviewees. It's
evening and they would rather be in the pub
with friends. If your CV is hard work to
read: unclear, badly laid out and containing
irrelevant information, they will just just
move on to the next CV.
Treat the selector like a child eating a meal.
Chop your CV up into easily digestible
morsels (bullets, short paragraphs and note
form) and give it a clear logical layout, with
just the relevant information to make it easy
for the selector to read. If you do this, you
will have a much greater chance of
interview.

There is no "one best way" to construct a CV; it is your document and can be structured as you wish
within the basic framework below. It can be on paper or on-line or even on a T-shirt (a gimmicky
approach that might work for "creative" jobs but not generally advised!).

When should a CV be used?

When an employer asks for applications to be received in this format.

When an employer simply states "apply to ..." without specifying the format.

When making speculative applications (when writing to an employer who has not advertised a vacancy but who
you hope may have one).

UNIT 5
Writing a Letter of Application
A job application letter, also known as a cover letter, should be sent or uploaded with your resume when
applying for jobs. While your resume offers a history of your work experience and an outline of your
skills and accomplishments, the job application letter you send to an employer explains why you are
qualified for the position and should be selected for an interview.
Writing this letter can seem like a challenging task.
Page_7

However, if you take it one step at a time, you'll soon be an expert at writing application letters to send
with your resume.
How to Get Started
Before you begin writing your job application letter, do some groundwork. Consider what information
you want to include (keeping in mind that space is limited). Remember, this letter is making a case for
your candidacy for the position. But you can do better than just regurgitating your resume instead,
highlight your most relevant skills, experiences, and abilities.
To include the most convincing, relevant details in your letter, you'll need to know what the employer
wants. The biggest clues are within the job advertisement, so spend some time decoding the job ad.
Next, match your qualifications with the employer's wants and needs. Make a list of your relevant
experience and skills. For instance, if the job ad calls for a strong leader, think of examples of when
you've successfully led a team.
Once you've jotted down some notes, and have a sense of what you want to highlight in your letter,
you're ready to get started writing.
Writing Guidelines for Job Application Letters
Writing a job application letter is very different from a quick email to a friend or a thank you note to a
relative. Hiring managers and potential interviewers have certain expectations when it comes to the
letter's presentation and appearance, from length (no more than a page) to font size and style to letter
spacing.
Find out more about these guidelines.
There are also set rules for the sections included in the letter, from salutation to sign-off, and how the
letter is organized. Here's a quick lowdown on the main sections included in a job application letter:
Contact information and date: If you are sending a hard copy of your application letter, include your
contact information, followed by the date. Sending an email application letter? Skip these sections.
Salutation: This is your polite greeting. The most common salutation is "Dear Mr./Ms." followed by the
person's last name. Find out more about appropriate cover letter salutations, including what to do if you
don't know the person's name, or are unsure of a contact's gender.
Body of email: Think of this section as being three distinct parts. In the first paragraph, you'll want to
mention the job you are applying for and where you saw the job listing. The next paragraph(s) are the
most important part of your letter. Remember how you gathered all that information about what
employers were seeking, and how you could meet their needs?
Page_8

This is where you'll share those relevant details on your experience and accomplishments. The third and
last part of the body of the email will be your thank you to the employer; you can also offer follow-up
information.
Complimentary Close: Sign off your email with a polite close, such as "Best" or "Sincerely," followed
by your name.
Get a detailed breakdown of the job application letter format.
Simply Formatting By Using a Template
Overwhelmed by all these formatting and organization requirements? One way to make the process of
writing a job application easier is to use a job application letter template to create your own personalized
job application letters for applying for a job. Having a template can help save you time if you are
sending a lot of application letters. Do be sure that each letter you send is personalized to the company
and position.
Sample Job Application Letters
Review these sample job application letters and edit them to create your own. Customize each letter you
send - include information on your skills and experience that are relevant for the job you are applying
for. Your letter should show the hiring manager, at a glance, why you are a good candidate. Browse
through these cover letter samples to help you get started writing your own letter.
Read More: More Job Application Letter Examples | Sample Job Applications | Sample Resumes |
Proofreading Tips for Job Seekers

UNIT 6
Three Excellent Cover Letter Examples
Cover letters are the first chance you have to impress an employer they're not just a protective jacket
for your CV. Here's our guide on what to include and how to format them
The first thing a potential employer sees in your job application is the cover letter. This doesn't just
support your CV it's an opportunity for you to stand out from the crowd and persuade the recruiter to
put you through to the next round.

Page_9

Be wary of spending hours on perfecting your CV at the expense of your cover letter. If you need some
inspiration on what to include and what format to use, here are our helpful guides just remember not to
copy them as exact templates.

1. Standard, conservative style

This is ideal for sectors such as business, law, accountancy and retail. For more creative sectors, a letter
like this might be less appealing, and could work against you.
Dear Mr Black,
Please find enclosed my CV in application for the post advertised in the Guardian on 30 November.
The nature of my degree course has prepared me for this position. It involved a great deal of
independent research, requiring initiative, self-motivation and a wide range of skills. For one course,
[insert course], an understanding of the [insert sector] industry was essential. I found this subject very
stimulating.
I am a fast and accurate writer, with a keen eye for detail and I should be very grateful for the
opportunity to progress to market reporting. I am able to take on the responsibility of this position
immediately, and have the enthusiasm and determination to ensure that I make a success of it.
Thank you for taking the time to consider this application and I look forward to hearing from you in the
near future.
Yours sincerely

2. Standard speculative letter

This may vary according to the nature of the organisation and the industry you're applying to.
Dear Mr Brown,
I am writing to enquire if you have any vacancies in your company. I enclose my CV for your
information.
As you can see, I have had extensive vacation work experience in office environments, the retail sector
and service industries, giving me varied skills and the ability to work with many different types of
people. I believe I could fit easily into your team.

Page_10

I am a conscientious person who works hard and pays attention to detail. I'm flexible, quick to pick up
new skills and eager to learn from others. I also have lots of ideas and enthusiasm. I'm keen to work for
a company with a great reputation and high profile like [insert company name].
I have excellent references and would be delighted to discuss any possible vacancy with you at your
convenience. In case you do not have any suitable openings at the moment, I would be grateful if you
would keep my CV on file for any future possibilities.
Yours sincerely

3. Letter for creative jobs

We've used the example of a copywriter but you can adapt it for your profession. The aim of a creative
letter is to be original and show you have imagination, but understand what the job entails. Balance is
essential: don't be too wacky, or it will turn off the reader.
Dear Ms Green,
Confused by commas?
Puzzled by parenthesis?
Stumped by spelling?
Perturbed by punctuation?
Annoyed at the apostrophe? (And alliteration?)
Well, you're not alone. It seems that fewer and fewer people can write. Unfortunately, there are still a lot
of people who can read. So they'll spot a gaffe from a mile off. And that means it's a false economy,
unless you're 100% sure of yourself, to write your own materials. (Or to let clients do it for themselves.)
To have materials properly copywritten is, when one considers the whole process of publishing materials
and the impact that the client wishes to make, a minor expense. Sloppiness loses clients, loses
customers.
There is an answer. Me. Firm quotes are free. You can see some of what I do on my multilingual website
at [insert web address]. If you'd like, I can get some samples out to you within 24 hours. And, if you use
me, you'll have some sort of guarantee that you can sleep soundly as those tens of thousands of copies
are rolling off the presses.
Luck shouldn't come into it!
With kindest regards

Page_11

Other helpful resources

How to write a perfect CV and cover letter
Applying for jobs without experience? How to build and sell your skills
Five steps to the perfect graduate CV
School-leavers and graduates: how to write your first CV
How to write a personal statement for your CV
CV templates to fit every stage of your career
Looking for a job? Browse Guardian Jobs or sign up to Guardian Careers for the latest job
vacancies and career advice

UNIT 7
Job Interview

Job interview
From Wikipedia, the free encyclopedia

A candidate is interviewed at a job interview.

Main article: Interview
A job interview is a one-on-one interview consisting of a conversation between a job applicant and a
representative of an employer which is conducted to assess whether the applicant should be hired.[1]
Interviews are one of the most popularly used devices for employee selection.[2] Interviews vary in the
extent to which the questions are structured, from a totally unstructured and free-wheeling conversation,
to a structured interview in which an applicant is asked a predetermined list of questions in a specified
order; [3] structured interviews are usually more accurate predictors of which applicants will make good
employees, according to research studies.[4]

Page_12

A pie chart showing the reasons why job interview candidates are rejected.
A job interview typically precedes the hiring decision. The interview is usually preceded by the
evaluation of submitted rsums from interested candidates, possibly by examining job applications or
reading many resumes. Next, after this screening, a small number of candidates for interviews is
selected.
Potential job interview opportunities also include networking events and career fairs. The job interview
is considered one of the most useful tools for evaluating potential employees.[5] It also demands
significant resources from the employer, yet has been demonstrated to be notoriously unreliable in
identifying the optimal person for the job.[5] An interview also allows the candidate to assess the
corporate culture and demands of the job.
Multiple rounds of job interviews and/or other candidate selection methods may be used where there are
many candidates or the job is particularly challenging or desirable. Earlier rounds sometimes called
'screening interviews' may involve fewer staff from the employers and will typically be much shorter
and less in-depth. An increasingly common initial interview approach is the telephone interview. This is
especially common when the candidates do not live near the employer and has the advantage of keeping
costs low for both sides. Since 2003, interviews have been held through video conferencing software,
such as Skype.[6] Once all candidates have been interviewed, the employer typically selects the most
desirable candidate(s) and begins the negotiation of a job offe

Interview constructs
Researchers have attempted to identify which interview strategies or "constructs" can help interviewers
choose the best candidate. Research suggests that interviews capture a wide variety of applicant
attributes.[7][8][9] Constructs can be classified into three categories: job-relevant content, interviewee
performance (behavior unrelated to the job but which influences the evaluation), and job-irrelevant
interviewer biases.[10]

Page_13

Job-relevant interview content Interview questions are generally designed to tap applicant attributes
that are specifically relevant to the job for which the person is applying. The job-relevant applicant
attributes that the questions purportedly assess are thought to be necessary for one to successfully
perform on the job. The job-relevant constructs that have been assessed in the interview can be classified
into three categories: general traits, experiential factors, and core job elements. The first category refers
to relatively stable applicant traits. The second category refers to job knowledge that the applicant has
acquired over time. The third category refers to the knowledge, skills, and abilities associated with the
job.
General traits:

Mental ability: Applicants' capacity to learn and process information[8]

Personality: Conscientiousness, agreeableness, emotional stability, extroversion, openness to new

experiences[7][8][9]

Interest, goals, and values: Applicant motives, goals, and person-organization fit[8]

Experiential factors:

Experience: Job-relevant knowledge derived from prior experience[8][9]

Education: Job-relevant knowledge derived from prior education

Training: Job-relevant knowledge derived from prior training

Core job elements:

Declarative knowledge: Applicants' learned knowledge[9]

Procedural skills and abilities: Applicants' ability to complete the tasks required to do the job[11]

Motivation: Applicants' willingness to exert the effort required to do the job[12]

Interviewee performance Interviewer evaluations of applicant responses also tend to be colored by

how an applicant behaves in the interview. These behaviors may not be directly related to the constructs
the interview questions were designed to assess, but can be related to aspects of the job for which they
are applying. Applicants without realizing it may engage in a number of behaviors that influence ratings
of their performance. The applicant may have acquired these behaviors during training or from previous
interview experience. These interviewee performance constructs can also be classified into three
categories: social effectiveness skills, interpersonal presentation, and personal/contextual factors.
Page_14

Social effectiveness skills:

Impression management: Applicants' attempt to make sure the interviewer forms a positive
impression of them[13][14]

Social skills: Applicants' ability to adapt his/her behavior according to the demands of the
situation to positively influence the interviewer[15]

Self-monitoring: Applicants' regulation of behaviors to control the image presented to the

interviewer[16]

Relational control: Applicants' attempt to control the flow of the conversation[17]

Interpersonal Presentation:

Verbal expression: Pitch, rate, pauses[18]

Nonverbal behavior: Gaze, smile, hand movement, body orientation[19]

Personal/contextual factors:

Interview training: Coaching, mock interviews with feedback[20]

Interview experience: Number of prior interviews[21]

Interview self-efficacy: Applicants' perceived ability to do well in the interview[22]

Interview motivation: Applicants' motivation to succeed in an interview[23]

Job-irrelevant interviewer biases The following are personal and demographic characteristics that can
potentially influence interviewer evaluations of interviewee responses. These factors are typically not
relevant to whether the individual can do the job (that is, not related to job performance), thus, their
influence on interview ratings should be minimized or excluded. In fact, there are laws in many
countries that prohibit consideration of many of these protected classes of people when making selection
decisions. Using structured interviews with multiple interviewers coupled with training may help reduce
the effect of the following characteristics on interview ratings.[24] The list of job-irrelevant interviewer
biases is presented below.

Attractiveness: Applicant physical attractiveness can influence interviewer's evaluation of one's

interview performance[19]

Page_15

Race: Whites tend to score higher than Blacks and Hispanics;[25] racial similarity between
interviewer and applicant, on the other hand, has not been found to influence interview ratings[24]
[26]

Gender: Females tend to receive slightly higher interview scores than their male counterparts;[7]
gender similarity does not seem to influence interview ratings[24]

Similarities in background and attitudes: Interviewers perceived interpersonal attraction was

found to influence interview ratings[27]

Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably than
applicants with just an ethnic name and no accent or an applicant with a traditional name with or
without an accent[28]

The extent to which ratings of interviewee performance reflect certain constructs varies widely
depending on the level of structure of the interview, the kind of questions asked, interviewer or applicant
biases, applicant professional dress or nonverbal behavior, and a host of other factors. For example,
some research suggests that applicant's cognitive ability, education, training, and work experiences may
be better captured in unstructured interviews, whereas applicant's job knowledge, organizational fit,
interpersonal skills, and applied knowledge may be better captured in a structured interview.[8]
Further, interviews are typically designed to assess a number of constructs. Given the social nature of
the interview, applicant responses to interview questions and interviewer evaluations of those responses
are sometimes influenced by constructs beyond those the questions were intended to assess, making it
extremely difficult to tease out the specific constructs measured during the interview.[29] Reducing the
number of constructs the interview is intended to assess may help mitigate this issue. Moreover, of
practical importance is whether the interview is a better measure of some constructs in comparison to
paper and pencil tests of the same constructs. Indeed, certain constructs (mental ability and skills,
experience) may be better measured with paper and pencil tests than during the interview, whereas
personality-related constructs seem to be better measured during the interview in comparison to paper
and pencil tests of the same personality constructs.[30] In sum, the following is recommended: Interviews
should be developed to assess the job relevant constructs identified in the job analysis.[31][32]

UNIT 8
Business Etiquette and Grooming
Introduction
How many times have we fumbled using forks and knives and chopsticks? How many times have we extended
our hand for a hand shake which has not been reciprocated on time leaving both individuals embarrassed? How
Page_16

long have we fussed over what to wear to a semiformal official party? Well, the answer to all these questions lies
in what is going to unfold. Today,professionallooks,corporate manners,these terms have gained a lot of
importance.Thanks to globalization,work places have become a microcosm of the world.We find ourselves often
confused as to how to behave,so that no cross - cultural barriers are created while communicating in a multicultural set up.In order,to overcome these problems we could encounter at the world of work,we need to
familiarize ourselves with acceptable professional behavior and groom ourselves accordingly.

Dress and grooming

The first impression of any individual is created by external appearance. Even products are thoughtfully
packed for instant appeal. It is imperative that we take utmost care of our appearance;of which our
clothes and grooming are an integral part.
One should be appropriately dressed for any occasion. Care should be taken that one is neither over or
under dressed. The minimum requirement is that clothes should be ironed.Women have an array of
clothes to choose from,however in order to create a positive impact senior executives should wear either
a saree or a business suit comprising a jacket,shirt, and skirt. A trouser if not well tailored looks clumsy.
Middle executives could also follow the same dress code.They also have the option of wearing salwar
suits. Jeans even if allowed should be strictly avoided,as it doesn't create a positive impression.Women
should take care that clothes are not revealing.Low cut blouses and short skirt lengths should be strictly
avoided. Bright,gaudy colours should be avoided and pastels should be preferred.
Clothes with large floral prints or large checks are a strict no.
Accessories should be appropriately matched.Handbags have to be neatly organized,in order to avoid
spilling things in others presence, also they shouldnt be too huge,torn or tacky looking.
Makeup shouldnt be too loud and colours have to suit ones skin colour and dress.
As regards jewellery,it has to be minimal,dangling earrings should be avoided and the number of finger
rings should be one per hand(for both men and women). As regards foot wear,uncomfortable pencil
heels should be avoided.
Hair should be neatly tied or cut,shoulder length hair is managable,thus preferred.It is essential to wash
and keep hair absolutely clean on a daily basis.
Men should also take care to wear matching shirts with trousers. Shirts should be lighter than the suit
and the tie darker than the shirt.Pastels should be preferred over bright colours.
Page_17

Senior executives should wear neatly tailored suits.Suits should be formal and light coloured in tropical
country.Official meetings should not be attended in blazers.
Belts should match shoes and if cuff links are used they shouldnt be cheap looking,with the polish worn
off. Shoes should be polished and should be in shape.Shoes should be either brown or black and white
clothes should be strictly avoided.Buy the best you can afford.Clothes shouldnt be stained and seams
shouldnt be ripped (especially collars and hand cuffs).Wear a watch that reflects your personality.
Personal hygiene should be maintained. Nails should be clipped. Garish/gaudy nail enamel should be
banned (especially dark reds and blues).Oral hygiene should be observed and mouth fresheners should
be kept handy. A neat hair style should be maintained and hair should be neatly combed and
appropriately set.
At a formal party it is a better idea to find out the dress code in advance and if not intimated,one should
find out from the host about the dress code. Above all one should remember that it is better to be dressed
simply,instead of being over or under dressed. One should remember it always helps to look your
best,because people like to have good looking people around them.It makes them feel good looking too.
Finally one should evolve ones own signature style.
Courtesy

It is said that,"Handsome is what handsome does".It is important to be physically appealing butit is of no

use unless it is complemented with courteous behavior. One shouldnt reserve best behavior for special
occasions.A uniform set of social codes should be followed, that shouldnt discriminate between
individuals one considers important or otherwise.
As Erastus Wiman says, "Nothing is ever lost by courtesy.It is the cheapest of the pleasures,costs
nothing and conveys much.It pleases him who gives and him who receives and thus,like mercy,it is
twice blessed."
One must recognize other peoples work, appreciate efforts.It is said that nine positive comments
counter a single negative remark. Appreciation is always welcome from all quarters by
everyone.Especially,freshers crave for appreciation from superiors,so superiors shouldnt be cutting in
their remarks about juniors.Have realistic expectations from others and oneself,so that there is no
confusion.Its best to be transparent and honest in dealings in order to be credible.
Conversations should be sprinkled with words like Thankyou,Please,Excuse me.Try to maintain eye
contact with as many people as possible while conversing.
Page_18

However,ones response to the question Do I think of others more than myself?,should put things in
perspective.After all,being courteous is nothing but being honest,fair,putting others before oneself and
being accountable

Page_19