Each written reflection should include the following aspects:
· discussion of the key themes from the chosen topic (including reference to the unit resources);
· reflection on what additional insights have been gained this trimester (if any), and how your learning in relation to this topic area at different points in your degree has changed your perceptions; and
identification of your own managerial capabilities/strengths in relation to the themes of the chosen topic, and how you would apply them
ethically and responsibly
within a
diverse
workplace
Topic 4: Working with & managing others Word Count: 1000 words Slides will be given as a pdf file Each written reflection should include the following aspects: · discussion of the key themes from the chosen topic (including reference to the unit resources); · reflection on what additional insights have been gained this trimester (if any), and how your learning in relation to this topic area at different points in your degree has changed your perceptions; and · identification of your own managerial capabilities/strengths in relation to the themes of the chosen topic, and how you would apply them ethically and responsibly within a diverse workplace. Each written reflection must be typed, using 12-point font and a line spacing of 1.5. Pages should be numbered. The written reflection should be set out in paragraph writing (ie. no dot points or “lists”). Microsoft PowerPoint - Topic 4.pptx 1 MMM308 Applied Management Capabilities Topic 4 Working with and managing others Aims of the topic • Identify key contemporary issues faced by managers such as diversity of organisational settings and leadership challenges within the workplace • Discuss the dimensions of managing ethically in a diverse environment • Consider how managers can build capacities for cultural competence Managing relationships: the collaborative mind‐set Gosling & Mintzberg (2003, p. 61) The collaborative mind‐set (cont.) Gosling & Mintzberg (2003, p. 61) Global Business Activity Areas – and Related Responsible Business Considerations Source: Laasch & Conaway (2015); Chapter 13 Cross‐National Diversity Management Cross‐national diversity management refers to managing a workforce composed of citizens and immigrants in different countries. The Globally inclusive workplace values and fosters differences within the workforce. Source: Laasch & Conaway (2015); Chapter 13 2 Cultural Differences Cultural dimensions according to Hofstede • Individualism vs collectivism • Power distance • Uncertainty avoidance • Masculinity vs femininity • Long‐term vs short‐term orientation • Indulgence vs constraints Cultural Competence • Cultural competence o refers to the ability to cope with cultural differences o depends on knowledge, skills, and personal attributes • Where do managers need cultural competencies? o in all aspects of business in order to work successfully with stakeholders from different national cultural backgrounds at home and abroad Cultural Conflicts • Cross cultural ethics refers to ethical decision making under influence of different cultures´ values. • Potential situations of conflict: 1) Values of two cultures lead to opposite conclusions. 2) A rule or standard is morally important to one culture but not important to the other or neutral. 3) Both cultures agree on the same ethical value but circumstances create to different interpretations of what is acceptable • What can managers do? o engage in intensive communication with the other culture to determine the category of conflict they are facing, o work on viable compromises, and o not engage in guessing or speculation that may lead to more intense conflict. Microsoft PowerPoint - Topic 4C.pptx 1 Key Assumed Knowledge: Awareness of the arguments underpinning the differences between management and leadership MMM308 Topic 4: Working with and managing others What is leadership? Leadership = ability of one individual to influence a group or other person toward the achievement of a goal. ◦ Formal leadership – based on authority ◦ Informal leadership – uses unofficial power and influence Stephen Covey (The 7 Habits of Highly Effective People) ◦ Providing vision and direction, values and purposes ◦ Inspiring and motivating people to work together with a common vision and purpose Management = Oversight and direction regarding day-to-day operations. Varying perspectives What do you think? Sample of leadership recommendations Effective Leadership ◦ Trust your subordinates – the only way to maximize their efforts ◦ Develop a vision – know where you are going, show other the benefits ◦ Keep your cool – strong character under fire ◦ Encourage risk – failure cannot threaten subordinates careers ◦ Be an expert – leader must be a source of knowledge and model the way ◦ Encourage the heart – celebrate success ◦ Simplify – communicate in simple, direct, honest language Situational leadership ◦ Adjust style to match the job and psychological maturity of employees ◦ Transactional leadership – have promise of reward or punishment ◦ Transformational leadership – charismatic, inspirational Leadership as a person ◦ Is it WHO ‘leaders’ are that makes them leaders? Leadership as results ◦ Is it WHAT ‘leaders’ achieve that makes them leaders? Leadership as a process ◦ Is it HOW ‘leaders’ get things done that make them leaders? Leadership as position ◦ Is it WHERE ‘leaders’ operate that make them leaders? There is no universal agreement on what leadership constitutes. Also: leadership theories still tend to be gender blind and culture- bound – almost all leadership research is North American When considering leadership … Microsoft PowerPoint - Topic 4B.pptx 1 Key Assumed Knowledge: Knowledge of the different aspects of group/team behaviour, and the skills necessary for effective group performance MMM308 Topic 4: Working with and managing others Groups and Teams Group: a number of people who interact with one another for a common purpose. Team (a particular type of group): a group of people with complementary skills who function as a unit to achieve a common purpose for which they hold themselves collectively accountable. Group Effectiveness Effective groups are characterised by high levels of: ◦ task performance (ie. groups’ tasks are achieved) ◦ group maintenance (ie. the social system of the group is maintained) Task & Maintenance Functions Functions Source: Nelson et al (2013) © 2013 Cengage Learning Types of workplace teams Effective use of teams in organisations is characterised by empowerment, participation and involvement. Some typical types of teams: ◦ Employee involvement teams ◦ Problem solving teams ◦ Self-managing teams ◦ Virtual teams Why So Popular? Enhanced productivity (positive synergies) Flattened organisational structure Need for flexibility & quick decision making Workforce diversity Issues of quality & improved customer satisfaction • Teams can be costly • Do the benefits outweigh this cost? • Authority and accountability • Are team members empowered to make decisions related to both task performance and group maintenance? • Personality and work readiness • Is there time for team building (ie. group maintenance)? • Do team members have the skills and resources to work effectively in this manner? Microsoft PowerPoint - Topic 4A.pptx 1 Key Assumed Knowledge: Understanding of the existence and aspects of differences in individual attributes, attitudes and behaviours MMM308 Topic 4: Working with and managing others What is diversity? Individuals and workplace diversity Diversity management must consider: ◦ where systemic bias against some groups is embedded in current structures and processes ◦ how attitudinal change can be managed over a long timeframe ◦ how leaders can demonstrate organisational commitment • Why? – wide recruitment pool available to organisations welcoming diversity – wide sphere of contact with potential customers and business partners through diverse workforce network – creativity and innovation perspective arising from diverse workforce experiences – social commitment (remember three Ps of triple bottom line) Ability & Skills Personality Work Behaviour •Productivity •Creativity •Performance Perception & Attribution Values & Attitudes Areas of individual difference Tounderstanddifferences, managersneedto: • Observeandrecognisethe differences • Studyrelationships betweenvariablesthat influenceindividual behaviour • Discoverrelationships Personality: The ‘Big Five’ traits Agreeableness Emotional stability (Stable, confident, secure) (Anxious, self-doubting, moody) Extraversion (Gregarious, energetic, social) (Shy, unassertive, withdrawn) Conscientiousness (Organised, neat, dependable) (Impulsive, careless, stubborn) (Warm, considerate, co-operative) (Rude, cold, antagonistic) Openness to Experience (Imaginative, curious, original) (Pragmatic, unimaginative, literal-minded) Cognitive abilities Physical abilities Emotional competence Ability and Skills 2 Perception and Attribution Process through which people receive, organise and interpret information from the environment ◦ Involves the way we view the world around us. Outcomes of perception: ◦ Stereotyping ◦ Self-fulfilling prophecy ◦ Attribution Beliefs ◦ ideas about something or someone Values ◦ global beliefs that guide actions and judgements Attitudes: ◦ learned predisposition to respond in a positive or negative way toward someone or something in your environment ◦ normally very specific Values and Attitudes WORK-RELATED ATTITUDES Motivation Content theories ◦ ‘What’ ◦ Offer ways to profile or analyse individuals to identify the needs that motivate their behaviours Process theories ◦ ‘Why and how’ ◦ Seek to understand the thought processes that take place in the minds of people and that act to motivate behaviour