Business Etiquette Business etiquette is in essence about building relationships with people.

In the business world, it is people that influence your success or failure. Etiquette, and in particular business etiquette, is simply a means of maximizing your business potential. If you feel comfortable around someone and vice versa, better communication and mutual trust will develop. This comfort zone is realized through presenting yourself effectively. Business etiquette helps you achieve this. Business etiquette revolves around two things. Firstly, thoughtful consideration of the interests and feelings of others and secondly, minimizing misunderstandings. Both are dependent upon self conduct. Business etiquette polishes this conduct. Business etiquette varies from region to region and country to country. For the international business person, focusing too deeply on international business etiquette would leave no time for business. However, there are some key pillars upon which good business etiquette is built.

Behavior Your manners and attitude will speak volumes about you. They will point to your inner character. If you come across selfish, undisciplined or uncouth your relationship is unlikely to prosper. Appropriate business etiquette promotes positive traits. Honesty A reputation for delivering what you say will deliver goes a long way in the business world. Remember, a reputation for integrity is slowly gained but quickly lost. Understanding a particular country's business etiquette provides a framework in which you can work without fear of crossing boundaries in terms of agreements, promises and contracts. Character Your character refers to what you as an individual bring to the business table. Proper business etiquette allows you to exhibit your positive qualities. For example, knowing when to be passionate and not emotional or self-confident without being arrogant. Just through learning another's business etiquette you demonstrate an open-mindedness which will earn respect.

Sensitivity Sensitivity and consideration underlie all good business etiquette. Being prepared for foreign ways and methods and responding thoughtfully is achieved through experience and business etiquette know-how. By avoiding misunderstandings and misinterpretations through business etiquette you lay foundations for a strong business relationship. Diplomacy Avoiding thoughtless words and actions protects you from negative consequences. Impulse often leads a business person astray. Business etiquette encourages the careful thought of the interests of others and choosing acceptable forms of expression. Appearance Dressing appropriately, standing and sitting in the right place at the right time, good posture and looking physically presentable are all elements in making a good impression. Business etiquette teaches you how to suitably present yourself and what to avoid. Analyzing, understanding and implementing the above will help you recognize what business etiquette is and how it should be employed within the business world.

For the international business person business, etiquette acts as a key. It locks the doors of poor communication and misunderstandings and opens doors to successful business relationships.

Organizational culture: Organizational culture is the collective behaviour of people that are part of an organization, it is also formed by the organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits. It is also the pattern of such collective behaviours and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affect the way people and groups interact with each other, with clients, and with stakeholders. Organizational culture is shaped by multiple factors, including the following:

External environment Industry Size and nature of the organizations workforce Technologies the organization uses The organizations history and ownership

Elements of the Cultural Web

The Cultural Web identifies six interrelated elements that help to make up what Johnson and Scholes call the "paradigm" the pattern or model of the work environment. By analyzing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn't working, and what needs to be changed. The six elements are: 1. Stories The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior.

2. Rituals and Routines The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management. 3. Symbols The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes. 4. Organizational Structure - This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued. 5. Control Systems - The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.) 6. Power Structures - The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction.

Types of organizational cultures The diverse organizational cultures that mold the structure of a business acumen are as follows: Normative Culture In a normative organization, the organization stresses on implementing the organizational procedures in the correct manner, and according to the norms and rules defined. This kind of culture is perceived to portray a high standard of business ethics. Pragmatic Culture In contrast to normative cultures, stress is laid on satisfying the wish of their clients. In this type of organizational structure, the client is virtually deified. The prime concern of every employee is to cater to the needs of the client, attain, and retain the business they may invite through the clients. Academy Culture In this kind of culture, employees are highly skilled, and the organization provides an environment for the development, and honing of employee skills. Examples of this kind of culture are hospitals, universities, and large

corporations. Employees tend to stay with the organization, and grow with(in) it. Collaborate Work Culture Often referred to as clan culture, an organization that adopts a collaborate culture offers a congenial and amiable environment to work in. The feeling one derives while working in this type of organization is that of comfort and coercive motivation. This organization consists of superiors who provide more of guidance, and less of governance. The organization is based on workerwelfare, where you have the employees' interest in the foreground with his skills valued, and performances handsomely rewarded. Insinuating and developing teamwork is the most vital element of the organization. Adhocracy Work Culture It is a type of organization that is tamponed to provide an environment to accrue one's creative acumen. Ideas are encouraged, and out-of-the-box thinking is an appendagecum-motto. Dynamism is defined best when the workforce has the free will to conceive an out-of-theordinary idea; the development of which, may lead to success; inadvertently, to higher levels of morale, and monetary incentives. Baseball Team Culture In this kind of culture, the employees are 'free agents', and

are highly prized. These employees find employment easily in any organization, and are highly in demand. There is, however, a considerable amount of risk attached to this culture, as it is very fast-paced. Examples of this kind of culture are advertising, and investment banking, to name a few. Club Culture Usually, the employees stay with the organization for a long time, and get promoted to a senior post, or level. These employees are hand-picked, and it is imperative that they possess the specific skills required and desired, by the organization. Examples of this kind of organization are law firms, the military, etc. Fortress Culture Employees are not sure if the will be laid off or not by the organization. Very often, this organization undergoes massive changes. Few examples of this type of culture are loans and savings, large car companies, etc. Macho Culture The most important aspect of this kind of culture is big rewards, and quick feedback. This kind of culture is mostly associated with quick financial activities; like, brokerage, and currency trading. It can also be related to activities, like, a sports team, a police team, or branding of an athlete. This kind of culture is does not eschew high

levels of stress; instead they are known to reach the apotheosis of efficiency. The employees are expected to possess a strong mentality for survival in the organization. Work Hard/Play Hard Culture This type of organization does not involve much risk, as the organizations, already, consist of a firm base coupled with a strong client relationship. This kind of culture is predominantly opted by the large-scaled organizations that have gained their customers' trust and support; subsequently rolling out a steadfast customer help service. The organization, with this kind of culture, is equipped with specialized jargons, and is qualified with multipleteam meetings. Bet Your Company Culture In this kind of culture, the company makes big, and important decisions over high stake endeavors. It takes time to see the consequence of these decisions. Companies that postulate experimental projects, and researches as their core business proposition, adopt this kind of culture; for instance, a company designing experimental military weapons may implement the said type of culture. Process Culture This type of culture does not include the process of feedback. In this kind of culture, the organization is

extremely cautious about the adherence to laws, and prefers to abide by them. This culture bestows consistency upon the organization, predominantly meant for public services. One of the most difficult tasks to undertake in an organization, is to change its work culture. A change in the organizational culture requires an organization to make amendments to its policies, workplace ethics, and management system. It needs to start right from its base functions; including, support functions, operations, and the production floor, which finally affects the overall output of the organization. It requires a complete overhaul of the entire system, and not many organizations prefer it as the process is a long, and tedious one, which requires patience, and endurance. However, when an organization succeeds in making a change on such a massive level, the results are almost always positive, and fruitful. The different types of organizational cultures aforementioned, surely, must have helped you to understand them. You can also adopt one of them for your own organization; however, persistence, and patience, ultimately, is the essence.

SELF - DIALOGUE: Intrapersonal communication is language use or thought internal to the communicator. It can be useful to envision intrapersonal communication occurring in the mind of the individual in a model which contains a sender, receiver, and feedback loop. Self-dialogue involves a constant process of demarcation and interaction between "I" and "me," between the speak able and the unspeakable, and between what is said and what is meant.... Self-dialogue is a fundamental process of expression; it mediates between self-image and social experience; it is regulated by ontological limits, cultural norms, and social rules; and it serves as an adaptive mechanism for selfpresentation, identity acquisition, stress management, health maintenance, and personal integration. Yourself talk influences your moods, emotions, and ultimately your behavior

THREE CHARACTERISTICS OF SELF TALK: rationality Trained minds learn to think more positively, logically, and systematically. specificity Self talk becomes conditioned to success and failure events, changing dramatically based on the mindset created in particular situations. automaticity Extensive repetition creates highly automatic thoughts, called beliefs. Automaticity of self talk is a two-edged sword when examining its impact on performance.

TYPES OF SELF TALK Positive Affirmations thoughts that focus on your desirable characteristics and qualities

Goals thoughts that keep your mind positively focused on the task-at-hand, promote high effort, and enhance persistence Appraisals thoughts that determine the degree to which a situation is perceived as threatening or challenging Self talk reprogramming promotes appraising problems as challenges or opportunities to learn and grow rather than threats and opportunities to fail. Attributions Reasons or explanations of success and failure Self talk reprogramming encourages performers to attribute success and failure to factors they can control and change, such as effort, ability, and degree of preparedness Cue Words Quick reminders used during practice and competition

 Keep the mind positively focused on processoriented, present-focused reminders that should facilitate performance

USES OF SELF TALK: Elevate Motivation Intrinsic motivation occurs when athletes feel competent and in control. Self talk reprogramming should emphasize these factors Enhance Focus/Concentration Self talk helps athletes focus on their priorities and goals, rather than on distractions Manage Stress Controlling self talk, particularly limiting negative or self-defeating thoughts, helps to minimize the amount of stress athletes experience

Boost Self-Confidence Persuasive self talk can convince athletes that they possess the competence and preparation to be successful Maximize Skill Development and Performance Cues and goals can help athletes remain focused on performance-relevant cues while disregarding and avoiding irrelevant distracter cues during skill development and performance.

Emotional intelligence:
Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. Various models and definitions have been proposed of which the ability and trait EI models are the most widely accepted in the scientific literature. The Four Branches of Emotional Intelligence Salovey and Mayer proposed a model that identified four different factors of emotional intelligence: the perception of emotion, the ability reason using emotions, the ability to understand emotion and the ability to manage emotions.

1. Perceiving Emotions: The first step in understanding emotions is to accurately perceive them. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions.

2. Reasoning With Emotions: The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention.

3. Understanding Emotions: The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of their anger and what it might mean. For example, if your boss is acting angry, it might mean that he is dissatisfied with your work; or it could be because he got a speeding ticket on his way to work that morning or that he's been fighting with his wife.

4. Managing Emotions: The ability to manage emotions effectively is a key part of emotional intelligence. Regulating emotions, responding appropriately and

responding to the emotions of others are all important aspect of emotional management.

Measuring Emotional Intelligence:

Reuven Bar-Ons EQ-i A self-report test designed to measure competencies including awareness, stress tolerance, problem solving, and happiness. According to Bar-On, Emotional intelligence is an array of non-cognitive capabilities, competencies, and skills that influence ones ability to succeed in coping with environmental demands and pressures.

Multifactor Emotional Intelligence Scale (MEIS) An ability-based test in which test-takers perform tasks designed to assess their ability to perceive, identify, understand, and utilize emotions.

Seligman Attributional Style Questionnaire (SASQ) Originally designed as a screening test for the life insurance company Metropolitan Life, the SASQ measures optimism and pessimism.

Emotional Competence Inventory (ECI) Based on an older instrument known as the SelfAssessment Questionnaire, the ECI involves having people who know the individual offer ratings of that persons abilities on a number of different emotional competencies.

self-worth self-worth as a measure of the availability of our Spirit or Being Self to believe in ourselves. Selfworth comes from a source on the INSIDE of us. We create it through Faith, by acting on the singular belief that we matter. Self-worth is the foundation of our ability to believe in ourselves. Healthy self-worth is usually experientially learned in a loving family-of-origin where the children are consistently treated as valued members of the family. Because they experience consistent love and respect they become adults who readily express their self-worth through their ongoing respectful treatment of self and others. Of course, many people grew up in ego-damaging families but they can learn, as adults, how to therapeutically repair

their damaged felt sense of self so they too can feel increasingly at home in a positive relationship with self. Self-worth does not mean esteem without results. Self-worth is about valuing self. It is actualized through the relationship each of us has with our self. It therefore includes our commitment to take care of our physical and emotional health. It includes our willingness to participate in loving and life-enhancing relationships. When necessary, it also includes our willingness to be self-protective. People with a healthy sense of self-worth do not knowingly harm themselves and, in personal and professional relationships, they do not allow others to harm them. Individuals with self-worth accept responsibility for themselves and consequently, they do not abandon themselves. Because self-worth is independent of achievements, people with healthy self-worth can take on challenges free of internal sabotage and a fear of failure. They can risk failure because, for them, failure at a task does not make them a failure.

Professional ethics Professional ethics encompass the personal and corporate standards of behavior expected of professionals. Components A number of professional organizations define their ethical approach as a number of discrete components. Typically these include:

Honesty Honesty in act Honesty in Speech Honesty in beliefs

Integrity Moral integrity refers to the unity on the basis of moral concern and honesty. Integrity is the unity between responsibility of an individual in his personal and professional life.

Transparency One should not do unethical acts like forgery etc.

Accountability It means having a feeling of responsibility .

Confidentiality There should be complete reliability from employees side towards the company about the confidential matters.

Objective Employee need to focus its attention towards commitment and understanding the actions such as courage, self-discipline, perseverance, loyalty to commitments, self respect and integrity.

Respectful giving respect to other people as an individual. As per this, we have responsibility to show recognition respect towards others and we should respect the rights of others as a sense of our own rights.

Within the law Whatever activity is performed should be right from the legal aspect.

How to practice Professional Ethics? Here 3 criteria is mentioned to practice Professional Ethics 1. Knowledge

The job must include complicated skills, theoretical knowledge, a clear judgment and caution. Preparation of a person to do a job requires some formal education like technical studies as well as humanistic studies. This includes professional ethics. 2. Organization

Some organizations must be formed for the profession. These must be accepted by the public to set the standards for that profession, writing code of professional ethics and also these organizations have to represent that profession to the public. For e.g. societies like ISTE and IEEE. 3. Public Good

The job must help the public by doing a favor to them quoted in its code of ethics. So generally it can be said that an occupation is considered as a profession only when professionals have got all the above mentioned criteria.