COM 451 Quiz 8

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COM 451 Quiz 8

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Organizations that institute policies that encourage acceptance of diversity always have
positive outcomes as a result of those programs.
A member of an in-group is considered to that group.
Communication practices that facilitate accommodation might be particularly important in
which phase of the risk negotiation cycle?
Interacting with dominant group members authentically and networking with like-minded
employees to change onerous organizational processes exemplifies which
communication orientation?
What form of communication views out groups as inferior and tends to alienate
coworkers?
What would your authors say is the optimal form of communication when communicating
in a diverse work group?
The inclusion/exclusion dimension of interaction by diverse workgroups involves
practices that either marginalize or include people in the organizational network of
information, contacts, and opportunities.
Assessing the communication forms and orientations of coworkers and assessing their
sources of identity is an example of which phase of the risk negotiation cycle?

Downplaying cultural differences and tendencies to overcompensate in one's work and
interactions exemplifies which communication orientation?
What co-cultural communication orientation minimizes differences,
What type of identification would most likely measure self-worth against a prototypical
group standard?
What co-cultural communication orientation involves group members dissociating
themselves with behaviors typically associated with one's cultural group?
What type of identification in concerned with the well-being of coworkers or peers and
living up to their expectations?
The degree to which employees are willing or unwilling to adapt their interaction patterns
to others is a dimension of interaction among a diverse workforce known as .
The opening case study of the director of graduate programs at a multicultural business
school is primarily an example of risky communication regarding gender diversity.
Questioning privileged discourses, attempting to dispel stereotypes, and discrediting
negative evaluations are examples of which phase of the risk negotiation cycle?
What type of communication orientation occurs when employees delicately challenge the
status quo of their organizations in hopes of influencing the decision-making processes
without drawing negative reactions from members of the dominate culture?
What type of identification references individual traits and behaviors for self-knowledge?
Open confrontation with the dominate cultural group is an example of what type of
communication orientation?
What kind of perspective asserts that workforce diversity can be detrimental to employee
satisfaction and performance?

COM 451 Quiz 8

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Module 3 Conclusion Through this module’s online lectures and textbook readings, you analyzed how values and ethics are developed. You also evaluated the importance of accepting and managing diversity effectively. Here are the key points covered:The six value orientations—individualism or collectivism; preferred personality; view of human nature; human-nature relationship; power distance; long-term vs. short-term orientation—all influence how individuals and groups understand and respond to the world, which in turn, affects how they interact with others.In addition to being truthful, ethical communication involves deciding which information can and should be disclosed or withheld as well as assessing the benefits or harm associated with specific messages.Truthfulness plays a fundamental role in ethical communication due to two reasons, you expect messages to be truthful and messages have consequences. The ethical consequences of sharing or withholding information depend on whether it is likely to help people to make informed decisions or not. A message is considered legitimately private when other parties have no right to expect access to it. Finally, to be an effective communicator, you have to discern the benefits or harm associated with your messages.The process of determining ethical choices and decisions can be based on both individual perspective and communal perspective. When ethics are discussed in an organizational context, the rights of the individual, such as the right to free speech or privacy, assume importance. However, a communal approach focuses on the common good or the best interests of the entire community. The morality of an action is assessed based on its consequences for the group.The three barriers to accepting diversity include preconceptions or lack of knowledge, stereotyping, and prejudice. These internal barriers however, can be overcome by increasing motivation, increasing knowledge of self and others, and avoiding stereotypes.Diversity can enhance your interpersonal effectiveness by increasing your opportunities, enhancing your abilities at work, and improving your self-awareness. Diversity; Interpersonal Effectiveness Learning about and accepting diversity can improve your interpersonal effectiveness and increase your personal and professional opportunities. It also allows you to widen your circle of friends and acquaintances and may even open up new business opportunities by helping you work in or manage diverse work groups. Learning about diversity can increase your effectiveness at work. It can also help improve your ability to communicate with colleagues and customers or clients who differ from you. This may pave the way for organizational rewards and opportunities. In addition, accepting diversity and honing your skills in this area can enhance your self-awareness. Part of accepting and understanding diversity is the ability to understand and critique your own cultural beliefs and values. This understanding ...

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This is part 4 of 5 in a 30 hour lecture series on Clinical Supervision for Mental Health Professionals. This was made for the Approved Clinical Supervisor Certificate through the NBCC. This interactive workshop focuses on the major elements of managing differences between supervisors and supervisees and issues surrounding working with difficult supervisees. In this workshop, participants will learn about the influence of individual, cultural and developmental differences between supervisors and supervisees. Different aspects of individual differences are covered (e.g., differences in belief systems and theoretical orientation between supervisor and supervisee). Different aspects of cultural differences are covered as are different aspects of developmental differences (e.g., supervisee and supervisor experiential levels). Participants will discuss areas of difficulties with supervisees, including an introduction to progressive discipline policies and due process, transference and countertransference, and other generic problems with supervisees. Teaching methods include lecture, interactive exercises and group participation/discussion.

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Lussier, R.N., & Achua, C.F. (2013). Leadership: Theory, application& skill development (5th ed.). Mason, OH: South-Western. The Power of Culture An organization’s culture determines the way that it responds to changes in its external and internal environments. The response to changes in the external environment such as emerging opportunities and threats are reflected in the organization’s vision, mission, objectives, and core strategies. The response to internal matters such as how power and status are determined, how resources are allocated, membership criteria, or how leaders and followers relate and interact with each other, is reflected in the organization’s policies, procedures, and principles. Organizational performance is enhanced when strategy, structure, and capabilities are aligned to culture.15 Experts and scholars on organizational culture have long maintained that culture serves two important functions in organizations: (1) it creates internal unity, and (2) it helps the organization adapt to the external environment.16 Internal Unity Organizational culture defines a normative order that serves as a source of consistent behavior inside an organization. To the extent that culture provides organizational members with a way of making sense of their daily lives and establishes guidelines and rules for how to behave, it is a social control mechanism. A supportive culture provides a system of informal rules and peer pressures, which can be very powerful in influencing behavior, thus affecting organizational performance.17 A strong culture provides a value system that regulates behavior and promotes strong employee identification with the organization’s vision, mission, goals, and strategy. Culturally approved behavior thrives and is rewarded, while culturally disapproved behavior is discouraged and even punished. Culture offers a shared understanding about the identity of an organization. The right culture can make employees feel that they are valued participants and, as such, 359360become self-motivated to take on the challenge of realizing the organization’s mission and work together as a team. It can transform an organization’s workforce into a source of creativity and innovative solutions. External Adaptation Culture determines how the organization responds to changes in its external environment. Depending on the volatility in the business environment, some changes are significant enough to force members to question aspects of their organization’s identity and purpose. Culture plays a role in informing and supporting sense-making or meaning when external changes are severe enough to force members to re-evaluate aspects of their organizational identity and purpose. Having the right culture can ensure that an organization responds quickly to rapidly changing customer needs or the actions of a competitor. For example, if the competitive environment requires a strategy of superior customer serv ...

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Answer questions separately in 2 pages single spaced 12 font size. Can put questions in and increase font size for questions to 25 and make it to two pages. Questions are listed on the bottom of this page. There are 5 questions in total. What is the role of an organization in Diversity? Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued. Interview Selection Process To ensure fairness for all applicants, organizations should use highly structured interviews during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant. Diversified Mentoring Relationships Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all. Diversified mentoring relationships are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups. MANAGERI.

Answer questions separately in 2 pages single spaced 12 font size..docx

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NEGOTIATING DIFFERENCE Face-negotiation theory: is a communication theory that focuses on how individuals manage their self-image, or "face," in social interactions and conflicts. Developed by Stella Ting-Toomey, this theory posits that individuals from different cultures and backgrounds have varying concerns about-face, which influences their communication and conflict resolution strategies. Face-negotiation theory provides a framework for understanding how individuals balance their own needs and concerns with those of others during conflicts, ultimately shaping their communication behaviors and conflict resolution outcomes. Core Concepts of Face Negotiation Theory: Face: The projected image of one's self in a social context. Facework: The specific verbal and nonverbal behaviors that we engage in to maintain, save, or restore face in a situation. Individualistic Cultures: Cultures that tend to prioritize self-expression, autonomy, and direct communication. People from these cultures may focus more on self-face maintenance. Collectivistic Cultures: Cultures that value community, harmony, and indirect communication. People from these cultures often prioritize other-face or mutual-face maintenance. Purpose of the theory: The purpose of Face Negotiation Theory is to understand and explain how individuals from different cultural backgrounds manage conflicts and communicate in situations where maintaining face (i.e., one's self-image or social standing) is a concern. Example In Chinese culture, for example, saving face is of utmost importance. This means causing a Chinese businessperson to feel embarrassed or lose composure during a negotiation can have disastrous impacts on the deal at hand. Japanese culture also values politeness and tends to avoid confrontations that could result in loss of face. And, in Arabic culture saving face and honor are closely intertwined – and offering praise elevates not only the receiver of the praise but also the giver. Example & Application: In a multicultural workplace, an American manager (from a low-context culture valuing directness) might inadvertently offend a Japanese employee (from a high-context culture where saving face is crucial) during a performance review. Face Negotiation Theory can guide the manager in adopting a more indirect and face-saving approach, ensuring the feedback is given in a manner that respects the employee's cultural background, thereby preserving harmony and improving communication effectiveness. Workplace Conflict: Imagine a scenario where a manager from an individualistic culture (e.g., the United States) needs to address a performance issue with an employee from a collectivistic culture (e.g., Japan). The manager's direct approach could be perceived as threatening to the employee's face. An understanding of Face Negotiation Theory would suggest a more indirect and face-saving approach, such as framing the feedback in the context of team improvement or offering private

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This week, you have been reading about key assumptions of interpersonal communication processes and examining how communicators’ goals influence these processes. The individuals involved in a conversation have their own point of view, perspective, experiences, and insights. Nearly all communication is goal-oriented to some extent, from gaining trust to learning more about each other to even selling products or providing services, whether or not the participants are aware of it. Each individual brings his or her own unique perspective and influence into daily communication to meet these unconscious or conscious goals. Students will: · Apply conflict management styles to a case study · Evaluate how perception and attributions affect conflict management · Evaluate media for characteristics of interpersonal communication · Analyze examples of stereotypes in media · Apply conflict management styles to a case study Using the scenario in the attached document: Ø What else could Kai, Ronnie, or Lauren have done differently during or after their discussions that could have minimized the conflict? What conflict management styles, patterns, or dimensions could be used that would help resolve the conflict? Explain. Readings · McLean, S. (2016). Business relationships across cultures. Boston: Flat World Knowledge Publishers. o Chapter 4, “Understanding Your Audience” This chapter details with how people organize information and create expectations. It also discusses perception, including differences in perception. The chapter closes with an examination of how these processes influence listening. o Chapter 2, “Culture, Relationships, and Conflict” Culture is discussed in intrapersonal communication, or how we communicate with ourselves, and its influence on our self-concept and our interpersonal needs. In addition, conflict strategies are explored in relation to intercultural communication. o Cialdini, R. B. (1971). Attitudinal advocacy in the verbal conditioner. Journal of Personality and Social Psychology, 17 (3), 350–358. ...

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LEADERS WHO MAKE A DIFFERENCE_ CRITICAL SKILLS FOR LEADING A DIVERSE WORKFORCE - CL.pdf UV0414 This technical note was prepared by Martin N. Davidson, Associate Professor of Business Administration. It was written as a basis for class discussion. Copyright © 2000 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. The author thanks Rachel Bagby, James Clawson, Joseph Harder, C. V. Harquail, and Heather Wishik for helpful comments. To order copies, send an e-mail to [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. Rev. 12/00. LEADERS WHO MAKE A DIFFERENCE: CRITICAL SKILLS FOR LEADING A DIVERSE WORKFORCE You can’t excel as a leader in today’s global economy if you can’t skillfully lead diverse groups of people, many of whom are different from you in significant ways. As more traditional organizations adapt to the demands of global business, the most successful leaders of these organizations are adapting as well. Many of the traditional core competencies of leadership remain central to the success of these leaders—articulating vision, inspiring and motivating subordinates, and maintaining integrity in relationships. But the increasing diversity of the people in these organizations is compelling leaders to grapple with questions they didn’t have to deal with only a generation ago: How do I make my organization more diverse? How do I leverage the benefits that are supposed to be a product of diverse perspectives? Is there an “uneven playing field” in my organization? How do I manage diversity-related governmental requirements such as affirmative action? How do I manage the conflicts that arise due to differences? Leaders who are effective in organizations that value (or aspire to value) diversity possess a distinct set of characteristics and skills. This note describes some of those characteristics and skills and culls the best practices of several leaders who are creating competitive advantage from diversity. Key Characteristics of Effective Leaders of Diversity Ability to articulate the business case for diversity Effective leaders embody and communicate a vision for the organization that is compelling for the members of that organization. In diverse organizations,1 that vision has as 1 I will use the term “diverse organizations” to mean organizations comprised of individuals who differ from one another along a variety of dimensions including but not limited to race, gender, sexual orientation, national origin, age, and physical ability. UV0414 -2- part of its foundation an explicit understanding of the business case for diversity for that organization. In their classic article on diversity as a competitive ...

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Synergised Solutions Ltd presents their Transofrming Bias, 3-Day Change Programme: An interdisciplinary modular based change programme that unlocks participants’ minds and perspectives around bias, equality, diversity and inclusion. These areas are examined from an organisational, team and personal standpoint. At it's core, the programme is a combination of an evidence based approach along with the latest mindfulness and heart centered practices.

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Phases of Negotiation .pptx

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COM 451 Quiz 8

1. Buy here: http://student.land/com-451-quiz-8/ Organizations that institute policies that encourage acceptance of diversity always have positive outcomes as a result of those programs. A member of an in-group is considered to that group. Communication practices that facilitate accommodation might be particularly important in which phase of the risk negotiation cycle? Interacting with dominant group members authentically and networking with like-minded employees to change onerous organizational processes exemplifies which communication orientation? What form of communication views out groups as inferior and tends to alienate coworkers? What would your authors say is the optimal form of communication when communicating in a diverse work group? The inclusion/exclusion dimension of interaction by diverse workgroups involves practices that either marginalize or include people in the organizational network of information, contacts, and opportunities. Assessing the communication forms and orientations of coworkers and assessing their sources of identity is an example of which phase of the risk negotiation cycle?

2. Downplaying cultural differences and tendencies to overcompensate in one's work and interactions exemplifies which communication orientation? What co-cultural communication orientation minimizes differences, What type of identification would most likely measure self-worth against a prototypical group standard? What co-cultural communication orientation involves group members dissociating themselves with behaviors typically associated with one's cultural group? What type of identification in concerned with the well-being of coworkers or peers and living up to their expectations? The degree to which employees are willing or unwilling to adapt their interaction patterns to others is a dimension of interaction among a diverse workforce known as . The opening case study of the director of graduate programs at a multicultural business school is primarily an example of risky communication regarding gender diversity. Questioning privileged discourses, attempting to dispel stereotypes, and discrediting negative evaluations are examples of which phase of the risk negotiation cycle? What type of communication orientation occurs when employees delicately challenge the status quo of their organizations in hopes of influencing the decision-making processes without drawing negative reactions from members of the dominate culture? What type of identification references individual traits and behaviors for self-knowledge? Open confrontation with the dominate cultural group is an example of what type of communication orientation? What kind of perspective asserts that workforce diversity can be detrimental to employee satisfaction and performance?