elc 347 day. agenda questions exam #1 graded 2 a’s, 2 b’s and 1 c assignment 3 posted due in...
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ELC 347
DAY
Agenda
Questions Exam #1 Graded
2 A’s, 2 B’s and 1 C Assignment 3 posted
Due in one week Group Project Meeting (30 Min) Discussion on Diversity and Setting Goals Individual Capstones
October 20 Proposal Due
Diversity
What is this Diversity Stuff? Why Should I care? Why are these people so wired? They need to learn to adapt to us We’re hiring from everywhere; how
can I know about all of them?
Focus of discussions
Multicultural teams The danger of assumptions Potential issues in diverse work teams Strengths of alternative views Guidelines for a constructive diversity
climate
Multicultural teams
US is a heterogeneous culture Power in the workforce has traditionally
been held by White Males Anglo-Saxon Upper-middle class Protestant faith
Japan (and many other Asian countries) are homogenous cultures
US Diversity TimeLine
In the beginning The “melting pot”
American first
After the Civil Rights Movements Affirmative Action
Today Acceptance of Diversity
Tomorrow Diversity as a Competitive Advantage
Impediments to Diversity
Ethnocentricity Belief that ones culture is the “correct”
culture Cultural Pride
Appearance Invisible cultural populations
Different Cultural Interactions Attribution
Dangers of Assumptions
If there is a conflict of communication breakdown among employees of different culture groups, don’t automatically assume it’s a cultural issue. Most likely it is a Communications
Problem
Danger of Assumptions
Don’t automatically attribute characteristics or ethnic labels to someone who looks different from you. In addition, don’t assume that just because two people speak a common language or look similar, that they are culturally the same or even that they share a cultural affinity
Country of origins Not all Black people are from Africa
Caribbean Not all native French speakers are from France (or Canada) Not all Asians are the same race
Japanese, Chinese, Thais, Koreans etc. etc. Not all Spanish speaking persons are Puerto Rican or Mexican
Central America South America
Dangers of Assumptions
You can’t assume that an employee has heard and comprehends all you have said; even if seems to speak English fluently, Actually, in quite a few cases, you can’t be sure that what you heard from the employee is what he or she actually meant.
Some cultures have idioms that require some context “cut it out”
Chinese have indirect discourse In Japan a pause is a sign of respect, In America it
is sign on non-comprehension
Dangers of Assumptions
Be careful not to jump to the conclusion when the new employee from another country doesn’t seem to be interested in becoming one of the group.
Not everyone wants to be like Americans
The concept of the “Ugly American”
Perceptions of a review
US Arab Japanese
Purpose of Review
Develop employee and distribute awards
Determine placement, Provide opportunity for employee to show loyalty
Express company goals and how employee fits. allow employee to develop internal excellence
Person Conducting review
Immediate Supervisor
Manager Mentor
Method of conducting review
Direct criticisms and affirmation in Writing
Criticisms is allways subtle and always oral
Respect is important, criticism is subtle and verbal
Role of Praise Individual Praise for motivation
Same as US Praise for groups. never single out individual
Potential Issues
Areas of misinterpretation The way respect is shown The way conflict is handled The requirements for personal space The work ethic The speed of business and conversation
Respect
Eye contact Different for male and female
Direct disagreement show lack of respect in many cultures
Clothing If you don’t know ASK
Conflict
People differ in their approaches to conflict Their assumptions about he nature of conflict and conflict behavior The degree to which harmonizing is a priority over winning or over
surfacing a problem or conflict Arguments
clear the air Show respect are healthy
Harmonizers Allow other to go first Apologizes for misunderstanding whether at fault or not Redirects conversation rather than disagree or offer a negative response May not offer facts and statistics that might disprove someone's
statement May smile when the discussion becomes uncomfortable or offensive
Personal Space
Different for different cultures 3 ft for American 1.5 for middle eastern 5’ for Japanese (in conversation)
Personal Contact In America it is sign of intimacy Korean sign of impoliteness
No PDA’s
Work Ethic
Length of day 2 hour lunches common in some countries Work continues into social evenings in Japan
Holidays differ Work style Some differences are not due to culture but
to upbringing
Speed of Business
Americans are in a hurry Japanese are more pensive Some cultures require socialization
before business can be conducted Brainstorming is uniquely American
Guidelines for a Constructive Diversity Climate
Know how to attract, hire and retain talented people Learn how to treat employees in a way that is
consistent with their needs and values Educate all you employees about the issues of
racial and sexual harassment Discover how to use each employee’s strengths in
the most effective manner Perform a needs assessment to determine what he
real issues are in the work team Secure or develop training and awareness
programs to improve understanding
To Improve Understanding
Ask about family Find out religious observances Offer voluntary language classes Invite suggestions and input Discuss in private notable social interaction problems Encourage others to interact with foreign employees Affirm different perspectives when voiced Respect Social distance Inquire about food preferences/avoidances Openly treat non-native employees with respect and require
others to do the same
Advantage of Alternative views
Different Cognitive styles Big Picture visionaries Detail oriented performers Liners thinkers Spatial thinkers
Avoid “group think”
Assignment #3
Complete Project Challenge on pages 129 & 130 parts A & B. Upload a well formatted word document.
Due October 12 (next week)
Setting Goals and Securing Commitment
Why do we need goals? How do you get them to agree?
Getting Buy-in Maintaining commitment Conflicts – how to resolve
Discussion Objectives
Defining the project goal Developing Goal Statements Managing Goal Conflicts Maintaining commitment
The Project Goal
Clearly defined and understood Final result
Vision of the project A statement of the end result of the project,
which will satisfy the major reasons why the stakeholders are undertaking the project, defined in terms of three criteria; specification objectives, time objectives cost objectives
Goal Myopia
Holding up a project for something that doesn’t really impact the project goal
Difference between Doing things right Doing the right thing
Working hard isn’t the same as working smart
Developing Goal Statements
Single sentence description of the end result
Make take several “passes” for validation by stakeholders Upper management Accounting and finance Engineering End users
Define Goal Standards
If you can’t measure it…don’t do it Success
Completion of a project with all goals accomplished in the amount of time specified
Failure Non-completion pf or wrong-completed project
Good measures Margins Percent error Capacity
Gain Consensus for Buy-In
Buy-In All members of the cross-functional team agree
and understand the underlying vision for the project’s development and marketing plan and that this is the best possible plan for the project.
Consensus is NECESSARY! Show them (end-users) how the goal fulfills
their desires and needs Modify the goal until it does fulfill their
desires and needs
Who must agree to a Goal?
The project’s end-user Upper management Your immediate supervisor The check-signers Your Peers Subcontractors Your subordinates
Set Doable Expectations
There is no honor is accepting goals that cannot be met Giving your best shot at a un-doable expectation
is not good practice Three elements for a realistic goal
People…the right ones and enough of them Money…a good budget is critical Time...A well developed time line
Setting a Timeline
You can make more money but you can’t make more time!
Danger points Assuming that everything will go well Assuming that you get more resources
Build in flexibility!
Budget and Cost factors
Two types Capital budgets Expense budgets
Remember that most companies have every dime budgeted If you go over budget…someone must go under
budget! Build in a “fudge factor”
Emergencies and unforeseen expenses 5 -15%
Managing Goal Conflicts
Most business have multiple projects and limited resources Conflicts between projects will arise
Priorities are based on Market Conditions Compatibility with other projects Ownership Resources available
Goal Conflicts
3 basic paths Influence
Sell the project! Early detection
Invite criticism and adjust accordingly Conflict resolution and negotiation
Influence
Salesmanship It’s all in the way you explain it
Barter Trade favors Log rolling
Peer Influence Create, in advance, a circle a professional that
know and respect you An informal “advisory” board
Early Detection
A little conflict is a good thing Time spent on conflict resolution does not
advance the project Resolve conflicts early!
Look for smoke and don’t wait for the fire
Invite critical thinking and positive conflict resolution
Conflict Resolution Guidelines
1) Is it conflict or a problem? Solve problems
2) Does the project manger need to be involved? Resolve at lowest level possible
3) What are the issues and the emotions connected with the conflict? Find the land mines!
4) Are the parties involved committed to resolution? Precede until resolution
Conflict Resolution Guidelines
5. Are all discussions characterized by a genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements?Disarm the combatants!
6. What is going to make this OK with all the parties?What is the common ground
7. After resolution is achieved, re-verify with each party.Make sure there is no miscommunication
8. Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.
Creating Goal Commitment
Securing commitment Return to vision Project name Tie success of project to each team members needs Allow members to take lay claim for their parts in defining
success Maintaining commitment
Keep communicating the vision Write it down and let everyone see it
Update progress Lots of milestones and subsequent celebrations Mementos and keepsakes
Make sure everyone know that they are part of something important! Make it a source of personal; and professional satisfaction for you
and your team
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