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