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#13468
Age Discrimination in Technical Communication 
Age discrimination in the workplace occurs any time one worker is treated differently from another due to age, or another worker's beliefs about age-related inabilities. Solving the problem of age discrimination in the workplace involves three things: understanding the problem and how it affects the way we work, educating ourselves and the rest of the general working public about age discrimination, and finding specific ways to address and overcome the issue.
Steele, Karen A. and Linda I. Bell. STC Proceedings (1993). Careers>Advice>Discrimination>Workplace
#13553
The lives and antics of the housemates of the reality TV show Big Brother may have drawn our attention, but do we need to concern ourselves with the activities of a real Big Brother? Has George Orwell’s vision of electronic surveillance and mind control come true in the new millennium? Many people believe that Big Brother is alive and well and coming to a computer network near you. In fact, he could already be living with you in your office, watching your every move on the Internet. their rights by monitoring their employees: They need to ensure that their employees are not wasting time browsing adult Web sites, or sending and receiving personal e-mail. Hence the proliferation of sophisticated server software, which can perform all manner of filtering tasks automatically.
Archee, Raymond K. Intercom (2002). Careers>Workplace>Privacy
#19199
An hypothetical example of interpersonal communication issues which may arise in the workplace. Tad had sketched a layout to the wrong scale, so you called him in for what you thought would be a straightforward conversation. But instead of agreeing to make the changes, he stiffened a bit, then said, 'I've been working on this account for three years, and I know how these people work. They're going to futz around with this for a few days, and then tell you they want it the way I've done it. Believe me, it'll save a lot of time and money if we just go with it as is.' What can you do to get Tad's co-operation now, and to keep it in the future? And what might you have done differently to prevent this conflict?
#30716
Bill Gates' Last Day At Microsoft
Bill Gates gave his last keynote at the 2008 CES show in Las Vegas and he started it out with a spoof of what his last day might be like and includes cameos from a number of Microsoft executives and some Hollywood stars, celebrities and politicians. This video is just an excerpt of the longer keynote.
Catalyze (2007). Careers>Workplace>Multimedia
#19678
I love my job but don’t feel the managers think it’s important, partly because of the noise. I also sometimes feel that I’m just an ISO requirement. I’ve also heard from techs that customers don’t look at the manuals; they just put them on a shelf. Any thoughts?
Alroy, Faye. Intercom (2003). Careers>Workplace>Writing>Technical Writing
#20371
By the Water Cooler in Cyberspace, the Talk Turns Ugly
Thousands of message boards for individual companies have emerged over the last few years, creating a window on what some employees feel but never say publicly. Often the view through this window is rather ugly.
Abelson, Reed. New York Times, The (2001). Careers>Workplace>Collaboration>Online
#14547
Career Options for Technical Communicators in a Restructured World
In a booming economy, promotions and advancement 'up the career ladder' seemed like reasonable expectations for capable technical communicators. But in the new downsized business environment a new career pat tern is emerging called the portfolio career. In a portfolio career, a person develops a range of skills and applies them in a series of jobs or assignments or responsibilities. Technical communicators are in a unique position to take advantage of this new trend in the workplace because they often possess a wide range of transferable skills and have a good overview of the company's product line and business processes.
Fisher, Lori H. STC Proceedings (1995). Careers>TC>Workplace
#15099
Lists fifteen rules for conscientious cell phone usage.
Robart, Kay. Intercom (2001). Careers>Workplace>Etiquette
#23625
Choose More Than a Job… Choose How You Want to Work
Technical communicators can be found in various working environments, including consulting firms, traditional companies and organizations, and in entrepreneurial ventures. Each environment has advantages and disadvantages that you should consider. As a technical communicator, you have the ability to choose the working environment that is right for you during different stages of your career.
#20068
Coming into the Workplace: What Every Technical Communicator Should Know—Besides Writing
Working successfully as a technical communicator involves a great deal more than a thorough knowledge of professional skills and capability in the craft. Working at this kind of job means dealing with all sorts of people, handling all sorts of assignments and dealing with all sorts of corporate agendas and requirements that have seemingly little to do with getting the project out the door. But it’s all in a day’s work, and if you want to keep the job, you’ve got to accept and actually operate within all of those guidelines, strictures, rules (written and unwritten) and mores that make up the corporate structure.
Barker, Thomas, Rebecca A. Fuller, Deborah J. Rosenquist, John Schladen and Thea Teich. STC Proceedings (1995). Careers>Workplace>Writing>Technical Writing
#19688
Communication in International Virtual Offices
Advances in communication technologies mean that colleagues from different parts of the world can work together in the same online space. In some cases, that space is an e-mail exchange, text messaging, or a shared corporate intranet site; in other cases, it is an electronic bulletin board or chat room related to a project. These shared online work spaces—or international virtual offices (IVOs)—provide a level of interaction that can reduce production costs and shorten production cycles.
St. Amant, Kirk R. Intercom (2003). Careers>Telecommuting>Collaboration>Workplace
#10608
Company E-mail and Internet Policies 
More and more companies are monitoring e-mail and Internet use by employees. How do they do it, why do they do it, and is it really legal? This article explores the privacy, harassment and criminal concerns raised by employees' use of the Internet and e-mail. Plus, two forms: E-mail/Internet Usage Policy and Software Policy.
Weil, Barbara Gall. GigaLaw.com (2000). Careers>Workplace>Privacy>Email
#31437
Competitive Advantage through Employee Engagement
Engagement. Is it the latest corporate buzzword? Not for serious business leaders who understand the correlation between engaged employees and improved financial performance. They see engagement as a source of competitive advantage. All things equal, they believe, an organization that has engaged employees will outperform one that doesn’t.
Shaffer, Jim. Communication World Bulletin (2005). Careers>Management>Collaboration>Workplace
#14498
Conquering the Cubicle Syndrome
Cubicles aren't really physical walls--they're a state of mind. In effect, it's the belief that you've been compartmentalized and isolated that defines the cubicle. The four-sided, felt-lined livestock pens loved by evil office managers everywhere hides the truth: cubicles are all about being isolated and treated as part of the building infrastructure, whatever the physical location of your chair.
Hart, Geoffrey J.S. TECHWR-L (1999). Careers>Workplace>Collaboration
#15105
Presents 22 rules for considerate behavior in the workplace.
Smith, Gary M. Intercom (2000). Careers>Workplace>Etiquette
#29767
Developing High-Performing Teams
Social psychology and organization development suggest that virtually all people, and all teams, must deal with conflicting impulses toward effective and ineffective behaviour. Research shows that it is a basic human trait to want to succeed, to be in control, and to avoid embarrassment. Group dynamics research also suggests that teams operate on two dimensions: the task or work dimension, and the social or relationship dimension. High-performing teams pay attention to both the task and social environments. They create an environment that minimizes the occurrence of face-saving and defensive behaviour. This environment is usually characterized by honesty and authenticity, by the use of relevant and verifiable information, and by a willingness to own up to mistakes.
Conklin, John James. STC Proceedings (2004). Careers>Collaboration>Management>Workplace
#24210
This unique and lively workshop is based on an ingenious board game developed by the Office of Ethics and Business Conduct for the Lockheed Martin Corporation, under a special copyright agreement with Scott Adams. It uses the famous characters in the cartoon strip, including celebrated ethicist Dogbert™, to inject a spirit of fun into the heavy debate that often swirls around the thorny ethical dilemmas we confront in the workplace. Here, teams of technical communicators will compete to see who can best balance ethical values with business realities and come out with practical, honest solutions. While the vehicle is rather lighthearted, the content is anything but. The case histories are carefully designed to cut to the moral chase. There are no right or wrong answers—only good, better, best, not so good, and Dogbert™. Yes, there's an answer key, but that, too, is controversial. What? No clear answers? Of course not. That's the whole point.
Voss, Daniel W. STC Proceedings (1999). Careers>Workplace>Ethics
#30779
Don't Let Your Work Become a Commodity 
Learn specific steps technical communicators can take to respond to the commoditization of technical tasks.
Harvey, Michael. Intercom (2008). Careers>TC>Workplace
#29437
Dr. Strangemeeting (or: How I Learned to Stop Worrying and Enjoy the Donuts)
Experts claim you'll spend 1500 hours in meetings during a typical 30-year career--that is, if you can duck some meetings by looking busy and if you can retire early. If you duck slowly or plan a long career, you could easily spend more time in meetings than you spend working. Fortunately, a little planning and some quick thinking should let you turn meetings into a blessing--or at least a tolerable evil.
Hart, Geoffrey J.S. Geoff-Hart.com (2001). Careers>Workplace>Collaboration
#15127
Eleven Commandments for Business Meeting Etiquette
Offers some rules on business meeting etiquette.
Smith, Gary M. Intercom (2000). Careers>Workplace>Etiquette
#29772
Encouraging Innovation in Your Organization
In today's environment we often find ourselves drowning in our work. We don't take the time to stop and assess what we are doing. Are there better ways to do what we do? Are we making the biggest and best contribution we can make? Can you manage innovation? This paper will discuss the importance of innovation and one method we used to drive innovation.
Crawford, Vanadis, Angela Pitts, Rosalind Radcliffe and Leah Ann Seifert. STC Proceedings (2004). Careers>Workplace>Project Management>Assessment
#31436
Engagement: Linking Employees to Strategic Direction
When considering the issue of employee engagement, communicators need to know what they are dealing with. Engagement is something that plays out on an organization-wide level, so communicators should understand what an organization is.
Potter, Lester. Communication World Bulletin (2005). Careers>Management>Public Relations>Workplace
#14686
Essentials of Successful Cooperation
Brys discusses ways that technical communicators can lay foundations for good working relationships with subject matter experts.
Brys, Catherine M. Intercom (2001). Careers>Workplace>Collaboration>SMEs
#14146
Establishing and Building Mutual Respect with Technical Team Members
As a technical writer, are you finding yourself wishing for just a bit of respect from the engineers, SMEs (Subject Matter Experts), or other technical people you work with? Are you finding that these folks seem to stonewall you on every question you have or every goal you're trying to achieve? Are they obstreperous? Difficult? Or just plain unhelpful? When I hear technical writers complaining about--er, describing--such troubles when working in a team environment, my first reaction is to want to sit and observe how they actually interact with those seemingly impossible team members. In my experience, I've found that the problem isn't always with a surly SME or with an engineer who lacks communication skills. Certainly, there are cases where other team members just don't value any contribution other than their own; however, most often, I have found the problem is with the technical writer's approach to the team environment--and have found that the problem began from the very start of that writer's involvement with the team.
Ray, Eric J. TECHWR-L (2002). Careers>Collaboration>Workplace>SMEs
#19488
This is a real proposal for a real client. We changed the name of the client and the product. Download to see what we detail in our plans.
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