NAME: FIONA MARIE T.

JAUCIAN YEAR&BLOCK: 2C

WEEK 10 : DIVERSITY IN THE WORKPLACE

1. The Equality Act 2010 provides legal protection against workplace discrimination based on
protected characteristics, ensuring a foundation for equal opportunities.

2. Equity acknowledges diverse circumstances and allocates resources and opportunities based on
individual needs, promoting an equal outcome for everyone.

3. Diversity involves respecting and appreciating a wide range of cultural and individual differences,
fostering an inclusive environment for everyone.

4. Inclusion at work ensures fair and respectful treatment of individuals, irrespective of their
background, identity, or circumstances, offering equal access to opportunities and resources.

5. The iceberg model of culture suggests that visible cultural aspects are expressions of deeper,
invisible aspects, emphasizing the importance of understanding cultural nuances to avoid bias
and discrimination.

6. Unconscious bias, representing implicit preferences, can lead to negative assumptions and
unwitting discrimination against those perceived as different, underlining the need for awareness
and mitigation.

7. Embracing organizational equality, diversity, and inclusion yields numerous benefits, including
increased productivity, creativity, innovation, problem-solving, and better decision-making.

8. The article underscores that everyone shares a duty to foster and embrace equality, diversity,
and inclusion, emphasizing the collective responsibility for creating a more inclusive and equitable
workplace.

9. The importance of workplace equality, diversity, and inclusion extends beyond legal protections,
delving into the broader societal and organizational benefits these principles bring.

10. The overarching theme is the imperative of creating a more inclusive and equitable workplace by
understanding, respecting, and actively promoting equality, diversity, and inclusion, thereby
harnessing the full potential of diverse talents and perspectives.
NAME: FIONA MARIE T. JAUCIAN YEAR&BLOCK: 2C

WEEK 11 & 12: MANAGING CONFLICT & NEGOTIATION

1. Conflict exhibits both constructive and destructive aspects, presenting opportunities for positive or
negative outcomes based on the parties involved.

2. The nature of conflict is shaped by the responses of those involved, determining whether it takes
a positive or negative trajectory.

3. Dysfunctional conflict, centered on emotions and differences, tends to result in negative

consequences, impacting both individuals and organizational performance.

4. Constructive conflict, which balances the interests of parties, offers the potential for mutual gain,
fostering creativity and the generation of new ideas and alternatives.

5. Task conflict, focusing on disagreements about tasks or goals, can be productive if managed
correctly, enhancing innovation and alternative solutions.

6. Process conflict, related to how tasks are accomplished and influenced by role ambiguity, can
emerge and affect collaboration within a team.

7. Relationship conflict, stemming from interpersonal differences, has the potential to escalate into
dysfunctional conflict, necessitating careful management.

8. Conflict can arise from various sources, including incompatible needs, changes, and differences
in values, highlighting its diverse nature.

9. While a moderate amount of task conflict can stimulate innovation and generate alternatives,
excessive task conflict or process conflict may have detrimental effects over time.

10. Effective conflict management involves strategies such as clear communication, task delegation,
and a shared focus on mutual goals, leveraging conflict as a natural and creative force beneficial
to individuals and organizations.

11. Understanding the disparity between feelings and emotions is key to transforming negative
behaviors and enhancing peace and happiness.

12. Emotions, being physical, can be objectively measured through indicators like blood flow, brain
activity, facial expressions, and body language.

13. Emotions are hardwired into the brain, instinctive, and exhibit a consistent nature that doesn't
vary significantly among individuals.

14. Emotions, originating from the amygdala in the limbic system, serve to alert individuals to either
impending danger or rewarding situations.

15. In contrast, feelings are subjective, existing in the head, and are shaped by individual beliefs,
memories, and life experiences.
NAME: FIONA MARIE T. JAUCIAN YEAR&BLOCK: 2C

16. Feelings, being subjective, can vary significantly among different individuals and across diverse
situations.

17. Emotions are temporary experiences, while feelings can be sustained for extended periods,
reflecting their temporal dynamics.

18. Emotions alert to immediate danger or reward, whereas feelings operate as an anticipation
mechanism, ensuring long-term survival.

19. In the provided video, Paul from selfhelpforlife.com elaborates on the differences, emphasizing
that emotions are instinctive and measured objectively, while feelings are influenced by cognitive
input and personal experiences.

20. Recognizing the distinction is crucial, as individuals have limited control over emotions but
significant influence over feelings, offering an avenue for managing responses and fostering well-
being.
NAME: FIONA MARIE T. JAUCIAN YEAR&BLOCK: 2C

WEEK 13: COMMUNICATION

1. Workplace communication is crucial for task completion and overall success.

2. Communication in the workplace is generally formal and emphasizes respect.

3. Different workplaces require varying communication styles to suit their environments.

4. Verbal and written communication are fundamental types used in the workplace.

5. Effective communication involves attentive listening as much as speaking.

6. Spelling and grammar play a vital role in maintaining professionalism in written communication.

7. Strategies for enhancing communication skills include paying attention to feedback, learning
effective listening, and consistent practice.

8. Communication is a skill that can be improved through practice and conscious effort.

9. Communication involves sharing information for mutual understanding, differentiating it from mere
talking.

10. Communication is a two-way process, involving both a sender and a receiver.

11. The foundation of all relationships lies in effective communication.

12. Communication encompasses verbal, non-verbal, and written expressions.

13. The Seven C's of Effective Communication such as clear, concise, concrete, correct, coherent,
complete, and courteous enhances effectiveness.

14. Over-complicated language, emotions, distraction, and lack of interest act as barriers to
communication.

15. Developing effective communication involves paying attention to both speaking and listening
skills, fostering better understanding.
NAME: FIONA MARIE T. JAUCIAN YEAR&BLOCK: 2C

WEEK 14: WORKING IN GROUPS & TEAMS

1. Work groups in organizations encompass command groups, affinity groups, functional teams,
cross-functional teams, problem-solving teams, self-directed teams, venture teams, virtual teams,
and global teams.

2. Command groups are formal and permanent, established by the organization with functional
reporting relationships, often reflected in the organizational chart.

3. Affinity groups consist of employees at the same organizational level, meeting regularly to share
information, identify opportunities, and solve problems.

4. Functional teams comprise members from the same department, while cross-functional teams
include members from diverse areas, fostering creativity and problem-solving abilities.

5. Problem-solving teams are formed with the specific purpose of addressing issues and driving
improvements within the organization.

6. Self-directed teams autonomously set and pursue their goals in ways determined by the team
members.

7. Venture teams operate semi-autonomously and are tasked with creating and developing new
products or initiatives.

8. Virtual teams are geographically or organizationally dispersed co-workers who communicate

using internet technologies.

9. Global teams have members from different countries, emphasizing a diverse international
composition.

10. Informal groups, initiated by their members, include friendship groups arising from cordial
relationships and interest groups organized around shared activities or common interests.