#19882
Managing Your Publications Group as a Business 
All too often, publications and documentation groups operate without considering themselves as a business group and continue to view their role as simply a support function. This can result in an adherence to outdated processes that are inefficient and in place because “that’s the way it’s always been done.” This paper explains why it is essential for publications and documentation groups to establish business objectives that will ensure the efficiency, cost-effectiveness, and productivity of their processes.
Currie, Cynthia C. and Thomas J. Vallone. STC Proceedings (1995). Careers>Management>Workplace
#15168
Mentoring in a Business Environment
Describes mentor-student relationship from both perspectives, describing the experiences of a corporate mentor and mentee and the changes in positions for writers that came with tools migration (from Ventura Publisher to FrameMaker) and new writing standards and guidelines.
Robart, Kay and K.C. Francis. Intercom (2001). Careers>Mentoring>Workplace
#15170
Nielsen Media Research: Must-See TV
The author shares her experiences working as a technical writer at Nielsen Media Research in Dunedin, Florida.
Passmore, Denise Annette. Intercom (2000). Careers>Workplace>TC
#20104
Organizing Your Professional Life
There are specific things you can do to organize your professional life. Organization starts with planning. Maintain a “to do” list and a calendar, plan your day accordingly, and follow through on those plans. Allow time to deal with occurrences that are beyond your control. Do what you can to minimize interruptions. Limit physical clutter by either throwing things away or putting them away. Reduce mental clutter by forgetting about what you don’t need to deal with right away. Remember that you can control your time and your life.
Hansen, Lauren Y. STC Proceedings (1996). Careers>Workplace>Planning
#20492
Because technical communication involves the knowledge of technology, expertise is associated with anything practical. I've come to think about this battle in terms of what my colleague Allan Heaps used to call the PageMaker Guy. In practical terms, the PageMaker Guy is the person in an organization or a group who 'knows' how to use technology, who can fix other people's technological messes, or who sacrifices valuable research time helping other people use technology. The PageMaker Guy is a phenomenon for which a person is anointed. Those of us in 'PageMaker Guy' situations often resent this role because it subsumes our identity to the extent that we fear our colleagues might ignore the depth of knowledge necessary for this role as well as our equally deserved scholarly accomplishments.
Bridgeford, Tracy. CPTSC Proceedings (2003). Careers>Academic>Workplace
#29439
Policies, Procedures, and Paralysis
We live in an uncertain world, and good intentions are no guarantee of success, so we develop policies and procedures to provide ourselves with a measure of security and provide the illusion of control.
Hart, Geoffrey J.S. Geoff-Hart.com (2001). Careers>Workplace>Policies and Procedures
#15177
Describes ten arguments technical writers can use to demonstrate their importance to their employers.
Hart, Geoffrey J.S. Intercom (2001). Careers>Workplace>Assessment
#31724
Raising Your Documentation Team's Visibility
Whether the documentation department has a staff of one or a team of 12, visibility within the company is a frequent concern. The reasons for this concern range from personal to professional. You want to be remembered when promotions and bonuses are handed out.
Potsus, Whitney Beth. Writing Assistance (2006). Careers>Management>Documentation>Workplace
#26413
Requirements Engineering: Closing the Gap Between Academic Supply and Industry Demand
In this economic situation, it is imperative that computer science students are well prepared before entering the work force; new graduates must understand what skills the IT industry is seeking.
Winbladh, Kristina. ACM Crossroads (2004). Careers>Workplace>Engineering>Professionalism
#18154
Right Brain Career Planning: Envisioning Your Work Situation 
'Vision,' in this context, is your thinking about where you want to go in job, profession, or career. 'Analysis' is your thinking about where you are today. 'Strategy' is your thinking about how to move from where you are to where you want to go. In this workshop, by using the spacial, non-verbal right brain, you will draw a picture of your ideal work situation. Back at home, by getting support, you can make it happen.
Moffett, William B. STC Proceedings (1995). Careers>Workplace>Planning
#13223
So you want to work for an Internet start-up company. Bruce and Moyer show you the ropes.
Bruce, Marlene and Lee Moyer. List Apart, A (2000). Careers>Advice>Workplace
#14303
On this form, record and evaluate your own involvement in a project. In the Log section, record the activities you performed as an individual and you performed as part of the group. For all activities, record the date and the number of hours you spent. In the Evaluation section, write two brief statements: one about aspects of your contribution you think were successful and one about the aspects you want to improve.
Markel, Mike. Bedford-St. Martin's (2001). Careers>Workplace>Workflow
#19798
Sharpening the Focus: A Workshop on Ethics and Technical Communication
Increasingly, technical communicators are confronting ethical issues in the workplace. Conflicts arise that appear to defy black-and-white solutions. To render every verdict 1. Workshop Instructions. as 'gray'' however, begs the question. This workshop exposes participants to the use of value analysis to clarify ethical conflicts in technical communication. It also gives them the opportunity to explore ethical issues “hands-on” through small-group discussions and a series of roleplaying vignettes on selected conflict scenarios.
Voss, Daniel W. STC Proceedings (1994). Careers>Workplace>Ethics
#19681
Standard Operating Procedures and the Technical Writer
Standard operating procedures (SOPs) are sequences of steps for workers to follow to complete tasks. Owing to industry standards and government regulations, SOPs are increasingly in demand. The pharmaceutical sector is a case in point: Companies are expected to conform to GxP (good practices in manufacturing, testing, and other areas). A big part of GxP is the standardization and documentation of production tasks. The ISO 9000 conventions used in other industries have similar requirements. SOPs are typically required for activities such as operating or calibrating a machine, backing up data, testing samples, and requesting approvals of changes in systems.
Edelman, Mark. Intercom (2003). Careers>Workplace>Policies and Procedures>ISO 9000
#19869
Sticky Chocolate Company Goes Total Team
Explore the total team approach to providing customer solutions in a large-team environment. Enjoy skits that dramatize team-building issues. Join in the discussion on approaches, alternatives, solutions, and results.
Allen, Pam, Morris Dean, Sharon L. Hayes and Gina Poole. STC Proceedings (1995). Careers>Management>Collaboration>Workplace
#19460
In an age of constantly changing technology, ServiceWare faced numerous challenges in attracting talented people and retaining valuable employees. Obstacles included the loss of information when an employee leaves, the cost of training a new employee, and a drop in production during the learning curve. By creating virtual teams, ServiceWare was able to increase its retention rate, boost morale, and increase production. The virtual team reality has produced stronger managers and more self-sufficient employees. The success of virtual teams emerged through creative problem solving and working together toward a goal.
DeCastro, Iris. STC Proceedings (2001). Careers>Workplace>Collaboration
#29914
Surviving in a Start-Up: Three Key Elements
It is possible to survive in a start-up. As new technologies emerge so do start-ups where, more often than not, process and procedures have yet to be implemented. This article takes a look at the three key elements needed for Tech Pubs to survive in a start-up.
Bijoux, Pascale M. STC Proceedings (2002). Careers>Management>Workplace
#30379
A Tale of Two Weeks: A Good Start on a New Job
Many articles discuss how to hire a great writer, but relatively few tell us what to do when we get one. The first weeks on a new job set the tone for a writer's experience at a company. If both manager and writer pay attention to getting a good start, the result will be that the writer settles in, feels welcome and at ease, and becomes productive quickly.
Brown, Dennise C. STC Proceedings (1993). Careers>Writing>Technical Writing>Workplace
#19553
Teamwork Creates a Positive Working Environment
In our present economic system, competition is viewed as a positive force. As children, our parents undoubtedly rewarded us for being the best, the fastest, the cleanest, or the smartest. As adults, we learn very quickly that only the best can be successful in a highly competitive world. While this competitive spirit can often help us to perform to our limits, when applied in its purest form within a work environment (i.e., when the competition is not of the friendly variety) it frequently results in hostilities that are counterproductive to producing good results.
Zvalo, Peter. Writer's Block (1995). Careers>Collaboration>Workplace
#19702
There is nothing more frustrating than being demeaned in the workplace, and nothing that can create an unproductive work environment any faster. People usually become resentful when they feel as though their efforts (or they themselves) are not respected. We have all been on the receiving end of brusque—or brash—criticism at work, and none of us wants to commit the same offense. Following are ten ways to avoid this behavior with your superiors, your team members, and your coworkers and promote a truly supportive network.
Horn, Sheryl A. Intercom (2003). Careers>Workplace>Collaboration
#19718
Have you done something halfway, hoping the effort would be enough to get you by? When it comes to getting organized, I’m guilty of the half-hearted effort. Let me be the first to tell you that halfway doesn’t cut it.
Book, Ruth. STC Central Iowa (2001). Careers>Workplace>Quality
#19200
An hypothetical example of interpersonal communication issues which may arise in the workplace.
#20982
Understanding Workplace Dynamics
Building a team used to be simple. You assembled a number of people with the same tools, education, skills and experience, you told them what to do – and they went and did it. With the information revolution came new ways of working and managerial insights, and a complex minefield of individual competencies required to 'do the job.' Emma Hamer demonstrates how assessing and assigning team roles—determining how people will use their tools, and in particular how they will interact and work together towards a common end-goal—can improve the dynamic of a team.
Evans, Conni E., Emma C. Hamer, Rahel Anne Bailie and Elizabeth Babcock. Hamer Associates (2003). Careers>Management>Workplace
#15220
Underutilized: What You Can Do
Describes how technical writers who feel their jobs aren't challenging enough can obtain more responsibilities.
Block, Barbara M. Intercom (2001). Careers>Workplace>TC
#20650
Underneath the carnival excitement of the information revolution I hear a quiet but persistent murmur warning of an emerging technology crisis. Not everything is right in the information economy.
Kreitzberg, Charles B. Usability Professionals Association (1999). Careers>Usability>Workplace>Technology
