Analyzing International HR Functions Through Cultural Diversity (39

Activity 6: Presentation - International Human Resources (15
Points)
Analyze International Human Resource Functions
Our nation’s economic development is intrinsically linked to
our global neighbors. E-commerce, international trade and
immigration have diversified both the workplace and who
functions as strategic partners. Understanding other cultures and
effectively implementing teamwork to accomplish mutual goals
can be a challenge. For this activity, develop a PowerPoint
presentation that analyzes the objectives of personnel
administration and their impact in influencing international
human resource management. Do the case studies in the
assignment readings offer you a new perspective on this topic?
Offer recommendations as to how human resource managers can
train their employees to work with those from diverse cultures.
Support your viewpoint with local data and include 3 to 4
scholarly references from the Northcentral Library.
Incorporate appropriate animations, transitions, and graphics as
well as “speaker notes” for each slide. The speaker notes may
be comprised of brief paragraphs or bulleted lists.
Length: 10-15 slides (with a separate reference slide)
Notes Length: 50-100 words for each slide
Be sure to include citations for quotations and paraphrases with
references in APA format and style. Save the file as PPT with
the correct course code information. Upload the completed
assignment in the Activities area of the course.
Learning Outcomes: 6

impact in influencing international human
resource management.
Slides- Title
Overview
Quote
Define Cross Culture
Define Diversity
Define Cross Culture Awareness
Define diversity
Diversity Training
Benefits of Cross Culture Awareness
Activities (Questionnaire)
Group
Individual
Handouts
di·ver·si·ty
noun də-ˈvər-sə-tē, dī-
plural di·ver·si·ties
Definition of DIVERSITY
1
: the condition of having or being composed of differing
elements : variety; especially : the inclusion of different types
of people (as people of different races or cultures) in a group or
organization <programs intended to promote diversity in
schools>
2
: an instance of being composed of differing elements or
qualities : an instance of being diverse <a diversity of opinion>
See diversity defined for English-language learners »
See diversity defined for kids »
How to Develop a Diversity Training Program
by Tara Duggan, Demand Media

Developing a diversity training program for your organization
typically involves assessing your team’s needs, designing
materials that reflect your training requirements, delivering
workshops and reference materials and evaluating your efforts.
Companies that implement diversity training programs to
advocate workplace diversity tend to have higher employee
retention rates, improved morale, reduced lawsuits and
improved recruiting.
Sponsored Link
Diversity and Inclusion
diversity assessments and e-learning
www.ibisdiversity.comStep 1
Initiate a diversity training program development project by
identifying the project sponsors and stakeholders. Interview
these people, conduct focus groups or conduct online surveys to
gather input about the current environment in your organization
and what behaviors need to change. Common topics include
managing change, effective communication, cultural awareness,
dealing with gender issues and conflict resolution.Step 2
Define objectives for your program. For example, you may want
to minimize miscommunication and misinterpretation on the
job. You may also want employees to recognize and value
differences in age, experience, social customs, sense of time
and demeanor. Achieving these types of objectives enables you
to manage a culturally diverse and multi-generational workforce
and resolve minor incidents before they become bigger
problems.Step 3
Design your workshop. Prepare presentation materials to
instruct participants about definitions and concepts associated
with diversity. Intersperse long periods of instruction with
interactive activities such as ice breakers, role-playing exercises
and case studies. Ensure your content flows smoothly and
covers all the relevant topics. For example, review federal laws
on preventing discrimination. The Office of Civil Rights
website provides resources promoting civil rights, equal
opportunity programs and affirmative employment

functions.Step 4
Deliver your workshop at team meetings, company events or
separate training sessions. Decide how long your session should
last, depending on the number of topics you want to cover, the
number of participants and the participant’s familiarity with the
content. Avoid dividing people into categories, as this tends to
reinforce the idea of the exclusion, rather than promoting
inclusion. Focus more on developing good communication.Step
5
Create a quiz to test employees on their knowledge of diversity
topics. For example, the Diversity Central website publishes
quizzes on many diversity issues. Completing these quizzes
helps people recognize their own biases and overcome them to
help enable a more productive work environment for all. Review
case studies and discuss common dilemmas. For example, the
Diversity Central website publishes typical workplace situations
and allows users to input a solution. The website publishes the
results, which can help your team work through problems in
your own organization.Step 6
Evaluate your program’s effectiveness by creating an online
survey to assess participant satisfaction. Talk with managers
several months after your event to see if people have changed
their behavior and become more tolerant of people whose values
may differ from their own.
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www.education180.com/nursingReferences (4)
· Diversity Builder: Diversity Training in the Workplace:
Embracing Diversity Using a Customized Approach
· The Diversity Training Activity Book: 50 Activities for
Promoting Communication and Understanding at Work;Jonamay
Lambert
· Diversity Training; Cris Wildermuth
· U.S. Department of Interior: Office of Civil RightsResources
(2)
· Diversity Central: About
· Massachusetts Institute of Technology: Managing Diversity
for Business and Personal SuccessAbout the Author
Tara Duggan is a Project Management Professional (PMP)
specializing in knowledge management and instructional design.
For over 25 years she has developed quality training materials
for a variety of products and services supporting such
companies as Digital Equipment Corporation, Compaq and HP.
Her freelance work is published on various websites.
Suggest an Article Correction
http://smallbusiness.chron.com/develop-diversity-training-
program-39904.html
Diversity in the Workplace: Benefits, Challenges and
Solution
s
by Josh Greenberg
Workplace diversity refers to the variety of differences between

people in an organization. That sounds simple, but diversity
encompasses race, gender, ethnic group, age, personality,
cognitive style, tenure, organizational function, education,
background and more. Diversity not only involves how people
perceive themselves, but how they perceive others. Those
perceptions affect their interactions. For a wide assortment of
employees to function effectively as an organization, human
resource professionals need to deal effectively with issues such
as communication, adaptability and change. Diversity will
increase significantly in the coming years. Successful
organizations recognize the need for immediate action and are
ready and willing to spend resources on managing diversity in
the workplace now.
Benefits of Workplace Diversity
An organization's success and competitiveness depends upon its
ability to embrace diversity and realize the benefits. When
organizations actively assess their handling of workplace
diversity issues, develop and implement diversity plans,
multiple benefits are reported such as:Increased adaptability
Organizations employing a diverse workforce can supply a
greater variety of solutions to problems in service, sourcing,
and allocation of resources. Employees from diverse
backgrounds bring individual talents and experiences in
suggesting ideas that are flexible in adapting to fluctuating
markets and customer demands.Broader service range

A diverse collection of skills and experiences (e.g. languages,
cultural understanding) allows a company to provide service to
customers on a global basis.Variety of viewpoints
A diverse workforce that feels comfortable communicating
varying points of view provides a larger pool of ideas and
experiences. The organization can draw from that pool to meet
business strategy needs and the needs of customers more
effectively.More effective execution
Companies that encourage diversity in the workplace inspire all
of their employees to perform to their highest ability. Company-
wide strategies can then be executed; resulting in higher
productivity, profit, and return on investment.
Challenges of Diversity in the Workplace
Taking full advantage of the benefits of diversity in the
workplace is not without its challenges. Some of those
challenges are:Communication
Perceptual, cultural and language barriers need to be overcome
for diversity programs to succeed. Ineffective communication of
key objectives results in confusion, lack of teamwork, and low
morale.Resistance to change
There are always employees who will refuse to accept the fact
that the social and cultural makeup of their workplace is
changing. The "we've always done it this way" mentality
silences new ideas and inhibits progress.Implementation of
diversity in the workplace policies

This can be the overriding challenge to all diversity advocates.
Armed with the results of employee assessments and research
data, they must build and implement a customized strategy to
maximize the effects of diversity in the workplace for their
particular organization.
Successful Management of Diversity in the Workplace
Diversity training alone is not sufficient for your organization's
diversity management plan. A strategy must be created and
implemented to create a culture of diversity that permeates
every department and function of the organization.
Recommended steps that have been proven successful in world-
class organizations are:Assessment of diversity in the workplace
Top companies make assessing and evaluating their diversity
process an integral part of their management system. A
customizable employee satisfaction survey can accomplish this
assessment for your company efficiently and conveniently. It
can help your management team determine which challenges
and obstacles to diversity are present in your workplace and
which policies need to be added or eliminated. Reassessment
can then determine the success of you diversity in the
workplace plan implementation.Development of diversity in the
workplace plan
Choosing a survey provider that provides comprehensive
reporting is a key decision. That report will be the beginning
structure of your diversity in the workplace plan. The plan must

be comprehensive, attainable and measurable. An organization
must decide what changes need to be made and a timeline for
that change to be attained.Implementation of diversity in the
workplace plan
The personal commitment of executive and managerial teams is
a must. Leaders and managers within organizations must
incorporate diversity policies into every aspect of the
organization's function and purpose. Attitudes toward diversity
originate at the top and filter downward. Management
cooperation and participation is required to create a culture
conducive to the success of your organization's plan.
Recommended diversity in the workplace solutions
include:Ward off change resistance with inclusion
Involve every employee possible in formulating and executing
diversity initiatives in your workplace.Foster an attitude of
openness in your organization.
Encourage employees to express their ideas and opinions and
attribute a sense of equal value to all.Promote diversity in
leadership positions
This practice provides visibility and realizes the benefits of
diversity in the workplace.Utilize diversity training
Use it as a tool to shape your diversity policy.Launch a
customizable employee satisfaction survey that provides
comprehensive reporting
Use the results to build and implement successful diversity in

the workplace policies.
As the economy becomes increasingly global, our workforce
becomes increasingly diverse. Organizational success and
competitiveness will depend on the ability to manage diversity
in the workplace effectively. Evaluate your organization's
diversity policies and plan for the future, starting today.
This article may be reproduced provided it is published in its
entirety, includes the author bio information, and all links
remain active. For additional employee surveying resources go
to http://www.alphameasure.com. 2004 © AlphaMeasure, Inc. -
All Rights Reserved
Josh Greenberg is President of AlphaMeasure, Inc. located in
Boulder, Colorado.
http://diversity.sdce.edu/content/diversity-workplace-benefits-
challenges-and-solutions
http://diversity.sdce.edu/content/diversity-workplace-benefits-
challenges-and-solutions
FOCUSING ON DIVERSITY IN THE WORKPLACE
Diversity, like a changing technology or a global economy, is a
business reality. The trends, the changes in technology and
global competition require adaptations and have implications
for organizational effectiveness and competitiveness. Diversity
is no different. Consequently, to understand how effective
management of a diverse workforce, it is critical for

organizations that seek to improve and maintain their
competitive advantage.
Focusing on diversity and looking for practices to create an
inclusive organization - one that makes absolute use of the
contributions of all employees - will generate increased
productivity. As such, diversity training is a critical component
of the present and future success and growth of an
organization's business strategy. Diversity training discusses the
topic of and need for diversity among colleagues and client
relations. Diversity training can also aid in the recruitment of a
diverse employee and client bases by addressing ways to further
diversify products, plans and practices.
When a company or organization decides to implement diversity
training into its workplace culture, it is imperative that
companies take proactive steps to ensure that diversity
initiatives are seen as opportunities to improve the overall
productivity of the company and its employees in a bias-free,
diverse workplace. Fundamental to the success of diversity
training and education is the inclusion and participation of all
employees in the diversity training process. It is important to
recognize that certain individuals or groups within an
organization may be resistant to change because they perceive a
diversity initiative as a direct threat to their status and power.
The following four steps can be incorporated into the initial
discussion when diversity training is first broached:

· Education and Training: Employers must communicate clearly
to their employees the expectations about appropriate workplace
conduct that supports policies and values statements.
· Exposure: Structuring work teams or task forces so they are
ethnically, racially and gender balanced will aid employees in
dismantling stereotypes and assumptions.
· Accountability: Managers who effectively supervise a diverse
employee pool and client base should be recognized for their
achievements. Employees who work well with people of varying
backgrounds should be rewarded in their job performance
evaluations.
· Intervention by top management: Commitment to diversity
must be clearly demonstrated at the highest levels of the
company.
· Managing diversity requires the use of several sets of skills:
communication, cross-cultural competency, critical thinking,
conflict management and problem solving. Cultural diversity
training also includes developing the capacity to identify and
empathize with the beliefs, values and mores of others. The
implementation of a diversity management-training program
incorporates these skills and an educational component that
allows participants to address issues of prejudice,
discrimination and biased behaviors that could impact employee
and client relations.
When preparing to discuss the need for diversity training in

your organization, it can be helpful to address the following
questions:
· What are the demographics of your customers/client base?
· How many languages are spoken by your customers/clients?
· In how many countries does your organization operate?
· How much does employee turnover cost your company?
· How much does your company spend annually on recruitment?
· How much have discrimination/harassment suits cost your
organization in the past year?
· How frequently does inter-group conflict areas?
· Is there a high level of turnover among certain employee
groups?
· Are your policies and benefits attractive to potential diverse
recruits?
· Is your organization losing top talent because people do not
feel valued, included or heard?
Diversity is a training ground that requires hard work,
commitment to business ideals, and an ability to learn how to
handle change by adapting to new situations and learn from
people who are different from us. Because change is the only
certainty ahead, making adaptations required by diversity keeps
an organization flexible and well developed. Strengthening the
ability to respond to changing environments and demands is a
strategic business imperative that is critical to ensuring
organizational viability.

A WORKPLACE OF DIFFERENCE™ is a program of the A
WORLD OF DIFFERENCE® Institute, a full-service diversity
consulting and training organization. To date, over 265,000
adult workers employed in more than 265 corporations,
government agencies or small businesses in the public and
private sectors have participated in A WORKPLACE OF
DIFFERENCE™ as a core component of their business
imperative to increase productivity and create effective business
strategies. A WORKPLACE OF DIFFERENCE™ anti-bias and
diversity training program helps create an inclusive workplace
environment that allows all employees to acquire skills critical
to the future of an organization’s success. The A
WORKPLACE OF DIFFERENCE™ program can provide any
organization and its staff with the opportunities and skills
needed to interact in a culturally diverse work environment.
Over 265,000 adult workers employed in more than 265
corporations, government agencies or small businesses in the
public and private sectors have participated in A WORKPLACE
OF DIFFERENCE™Highlights
· Training programs are customized
· Increase camaraderie, initiative and morale
· Stimulate effective team builidngRelated
· Anti-Bias Training Resources (PDF)PLAN A TRAINING
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under Internal Revenue
http://www.adl.org/education-outreach/anti-bias-
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Activites for powerpointHello In Different Languages
Description of a Cross-Cultural Activity
James Neill
Last updated:
Hello in Different Languages
· The goal of this activity is to heighten cross-cultural
awareness, celebrate cross-cultural knowledge, and to say
"hello" in many different languages.

· This can be used a fun, warm-up, get-to-know-you activity
with a cross-cultural theme.
· Within a group, you may be surprised how much knowledge
there is of different languages for basic phrases.
· Optional: Ask participants to see if they can guess how many
people there are in the world and how many different languages
are spoken. (There are ~2800 languages and ~6 billion people.
If an equal number of people spoke each language, that would
be ~2 million people per language. You might relate this to
local city/town size.).
· Challenge the group to come up with as many different
languages for "hello" as possible. When somebody volunteers
(e.g., Bonjour!), make sure they say it or repeat it clearly for
the rest of the group who then repeat.
· Optional: Before people start making suggestions, ask the
group to have a guess how many collective languages the group
will be able to come up with. Don't allow discussion - just do a
quick whip around each person's guess and take a rough average
- that's the group's estimate.
· The group leader keeps count on his/her fingers.
· Was the final number of "hellos in different languages" close
to the group's guess? If the group underestimated, they may not
realize the knowledge within the group that might be used to
their advantage. If the group's guess was an overestimate, why
did they overestimate their knowledge resources? Discuss.

· Optional - to make more difficult or to add variation, try
asking for these basic phrases:
· Hello...Goodbye
· Hello, My name is...?
· Hello, How are you?
· Yes...No
· Please...Thankyou
· Do you speak English?
· Numbers 1-5 or 1-10
· Optional, but recommended - have a list of hello in lots of
different languages from which you can read out (see Jennifer's
Language Page). This is especially useful for groups who don't
know many different languages, as well as to learn, have fun,
and illustrate the range of different languages.
· Variation: Can be run as a competition between groups.
Links:
· Jennifer's Language Page: Lists basic phrases in lots of
different languages.
· Pronunciations: "Say Hello to the World": Provides
pronunciation sound files for "hello" in lots of different
languages.
· Icebreakers//Activities
Greetings in various cultures…

Equipment:
None; although a list of hello in different languages is handy.
Time:
Approximately 10-15 mins.
Brief description:
This is a fun, warm-up, cross-cultural activity. The group tries
to come up the word(s) for "hello" in as many different
languages as possible.The Story of My Name
Description of a Name Game
& Get-to-know-you Activity
James Neill
Last updated:
The Story of Your Name
· What's in a name? More than we often realize.
· This is an interesting, novel way for people to introduce
themselves to others, especially in ethnically diverse groups.
· Ensure that an appropriate group atmosphere is established in
which people have already done some initial warm-up activities
and name games.
· Ask participants to turn to a partner and explain what your
name means (if anything) and where it comes from.
· Most people reveal a surprising amount of interesting

information about where their name comes from and what it
means.
· The greater the ethnic and cultural diversity in the group, the
better this exercise tends to work.
· Can be specifically used to help build intercultural respect and
understanding or to more generally help develop self-identity
and open respect and sharing.
· Optional: Ask each person to introduce his/her partner to the
larger group and to explain what his/her name means and where
it comes from.
· Optional: The activity can be extended into revealing the
background behind other names e.g.,
· Nicknames
· Pets
· Alter-ego or "fantasy name"
· Names of children - or what would you name your children if
you have them? Have You Ever?
Description of an Icebreaker & Get-to-know-you Activity
James Neill
Last updated:
Have You Ever?

· This an active, fun way to explore and celebrate the rich
diversity of experiences that different people bring to any
group. Works best with larger groups.
· The instructor explains that he/she will call out different
things that may or may not apply to each person. If the item
does apply to you, then run into the middle, jump in the air, and
do a high 5 with anyone else who runs in.
· A list of about 20 items should be tailored to the particular
group, setting, and program goals, but some suggestions are
below. Usually the items are of a "Have You Ever....?" form,
but also free to ad lib, e.g., "Does Anyone Have....?"
· Items should be carefully considered in order to prevent
embarrassment, ridicule, etc.
· The motivation of participants to participate often needs some
amping up. Try to do some other warm-ups first. The rest is
down to the leader's skill in demonstrating and encouraging.
· List of Possible "Have Your Ever?" Items:
1. Have you ever climbed to the highest point in your country of
birth?
2. Have you ever lived overseas for more than 1 year?
3. Have you ever sung karaoke?
4. Have you ever been without a shower for more than 2 weeks?
5. Do you have both a brother and a sister?
6. Have you ever ridden a horse?
7. Have you ever eaten frogs' legs?

8. Can you speak 3 or more languages?
9. Have you ever been in love with someone who was
vegetarian?
10. Have you swum in 3 or more different oceans?
11. Have you ever flown an aeroplane?
12. Have you broken 3 or more bones in your body?
13. Have you done volunteer work sometime in the last month?
14. Have you ever free-climbed a tree or rockface more than 10
meters vertically?
15. Have you ever had a close relative who lived to over 100?
16. Have you ever cooked a meal by yourself for more than 20
people?
17. Have you ever kept a budgerigar as a pet?
18. Have you ever been parachuting or done a bungee jump?
19. Can you not click your fingers on your non-dominant hand?
20. Have you ever seen a polar bear?
Variations
(adapted from Dave Hall (n.d.),
www.nirsa.org/naturalhigh/pdf/icebreak.pdf)
· Participants can generate their own questions. Here's one way.
People are sitting in a circle. Everyone has a chair (or rope ring
or hula hoop) except the person who is IT, standing in the
center.
· The person in the middle asks a "Have You Ever" question

that is true for him/her self e.g., "have you ever climbed a
mountain over 10,000 feet?"
· Anyone whose answer is "yes" gets up and moves to an empty
seat. So, if four people get up they try to exchange seats as
quickly as possible. The person who asked the question tries to
quickly gain a seat, leaving one other person without a seat and
they become the new IT.
· In choosing a question, participants can try for questions
which reveal something e.g., �have you ever trekked the Great
Wall of China?� or ask simple questions like �have you ever
fallen off of a bicycle?� for which everyone would get up.
· Pileup variation: Anyone can ask a question and if you can
answer yes to the question you move one space to your right and
sit in that chair. If you cannot answer yes to the question, you
stay seated in the chair where you are. This means somebody
may be coming to sit on your lap from the seat to your left.
Sometimes you get three and four people sitting in sort of a lap-
style game on top of you. Then, when they ask the next question
to go one space to the right by answering yes, they peel off one
at a time sit down and you end up on top. It creates some very
interesting combinations. Physical touching reveals something
about people and it breaks the ice so that people can then begin
to feel more comfortable talking about and doing other novel
things.

Equipment
None. Can be done indoor or outdoor.
Time
~10-15 minutes
Brief Description
Active, fun group activity to explore and celebrate the rich
diversity of people's past experiences. Works well with large
groups.
Other Descriptions
Popular activity with many variations. "Have You Ever" is often
credited to Karl Rohnke.
Related Activities
· Rohnke & Butler, Quicksilver, p. 76
· Note related activities often contain good ideas for possible
"Have Your Ever?" questions and other methods for exploring,
celebrating and understanding individual differences and group
diversity
· If you looked back over your life, would you wish you had
dared, risked and done a little more? Here's two famous poems

along these lines:
· If I Had My Life to Live Over by Erma Bombeck
· If I Had My Life Over by Nadine Stair
· Psychological Activity: Write Your Own Eulogy
(James Neill, 2004) Become a Better Leader through Cross
Cultural Awareness
One of the strengths of today’s increasingly diverse global
workforce is the fact that diversity brings innovation, fresh
perspective, and creative problem solving to the workplace. In
order to utilize the variety of skills and perspectives employees
bring to the table, managers need to examine their own frame of
reference, or paradigm through which they view the world and
actively seek to broaden it in order to build more effective work
groups and create an inclusive work environment.
While all seasoned managers bring some of the skills necessary
to build effective teams in a diverse business setting, actively
engaging in a professional certificate program such as the
Advanced Specialized Certificate in Intercultural Management
from Notre Dame, can bolster confidence and professional
acumen, and demonstrate to employers that you are committed
to creating the most effectively functioning and profitable work
environment. Executives with intercultural management skills
are in increasing demand among employers wishing to secure
the competitive edge in a constantly changing global
marketplace. Consider the following points when developing

your intercultural communication skills and cross cultural
leadership style.1. Identify Your Paradigm(s)
Part of advanced intercultural management training is taking on
the responsibility of knowing your “blind spots” when it comes
to cultural sensitivity. Integrating a self-assessment process into
your employee review process is one way to normalize cultural
sensitivity on a person to person basis. In order to effectively
lead others in the process of self-reflection and change, you
must first master the process. Recognizing your own pitfalls
that could lead to a decrease in employee trust helps you make
changes in yourself, and inspire change in others.
Intercultural training programs provide resources and a best
practice plan to examine your paradigms regarding intercultural
issues such as gender, ethnicity, religion, sexual orientation,
generational differences, and other cultural factors such as
socio-economic background and international experiences.
Programs such as Notre Dame’s also offer online resources and
networking capabilities that extend beyond the completion of
the certificate program.2. Fortify Your Team
A successful 21st century manager sees the positive
possibilities in a diverse team and actively implements
strategies that underscore the importance of self-awareness and
synergy among all employees. Managers who have completed
advanced training in intercultural communication skills will be
able to foresee many cultural sensitivity issues and

preemptively put procedures and training in place to avoid
unnecessary stress and workplace tension without singling out
any one person or group. Through completing the Advanced
Specialized Certificate in Intercultural Management program
with the internationally recognized reputation of Notre Dame to
back you, employers will see your commitment to creating a
dynamic workplace where you can offer the skills necessary to
build an organization that will excel because of the strengths a
diverse workforce brings with them.3. Secure Your Intercultural
Management Skills
Whether or not you choose to seek formal training to increase
your cross-cultural awareness and multicultural acumen, the
fact remains that most industries are experiencing a sizeable
growth in workplace diversity. To meet the unique challenges of
the 21st century workplace and remain competitive, managers
need to have the skills necessary to leverage diversity as a
strength. Securing intercultural communication skills through an
internationally recognized program, exploring problem-solving
with leaders in the field, practicing proven intercultural
awareness strategies and garnishing the support of a network
that extends beyond the end of a certificate program are all
important bonuses of enrolling in a cost-effective Advanced
Specialized Certificate in Intercultural Management from Notre
Dame Online.

Equipment: None
Time: ~30 mins
Brief description:
Where does your name come from? Share the story of where
your name comes from and what your name means. Everyone's
name has a surprisingly interesting origin. Helps to build
intercultural respect and understanding.
Other descriptions:
What's In a Name?
http://www.notredameonline.com/become-a-better-leader-
through-cross-cultural-awareness/
http://www.culturosity.com/pdfs/What%20is%20Cultural%20A
wareness.pdf saved copy
Diversity Activities and Ice-Breakers
Who I Am
Goal
This activity allows the learners to share their culture roots and
to learn about each other. Materials Needed
· 12x24 paper for each learner
· a variety of magazines (ones with lots of photos)
· glue

· markers
· colored pencils and/or water colors
· scissors Instructions
· Have the participants fold the paper in half (make a table
tent).
· Write name in the center of the "table tent."
· Using drawings, magazine cut-outs, symbols, etc. tell us about
yourself.
· NOTE: Have them leave some empty space as they will add
more later.
· Include one or two things that most people do not know about
you.
· After the learners have finished their table tents, have each
one explain hers or his to the group.
After the activity, if the table tents get in the way, then post
them on the wall.
Continuous Activity
Throughout the training event, ask the learners to add
something new to their table tent. Note that as there is more
trust built between the learners, more information will be
revealed. Another Version
Have the learners complete the table tents as described above,
except do NOT have them write their names on the paper. When
they are finished, collect them, then hang them on the wall.
Have the learners read each table tent and then try to identify

the person it belongs to. Discussion
· What led you to your decision?
· Whose description was most surprising?
ChangesGoal
To diffuse negativity within a group. Instructions
Using a flip chart, list the changes that the group is going
through. Get their input Discussion
· How these changes are altering us as a group and as
individuals?
· What symbol or object could we use to represent the change
we are going through and the commitments we strive for in this
session?
Break the learners into small groups brainstorming groups.
After their discussions, reassemble them into a large group and
have them select a symbol.
Repeat as needed through the training event.
Connect The DotsGoal
To demonstrate that we often limit our perspective and choices.
Instructions
Pass out a copy of DOTS. Ask the learners to complete the
directions given at the bottom of the drawing.

Give them about 5 minutes to work on the puzzle. At the end of
the time period, ask if anyone has found the solution:
Discussion
· Why is it that most of us do not think about going out of the
boundaries?
· We had to draw outside of the lines. This is what is required
of us when we interact with others as every thinks differently
(outside of our boundaries or "box").
· Why is it so hard to others' point of views?
· We often so busy thinking about our point of view, that we
fail to see others' point of views.
Group MembershipGoal
To create a supportive environment in which the learners can
disclose their group memberships and to allow them to
experience what it is like to be part of a minority group.
Instructions
Have the learners form a large circle. As you call out different
group names, the members are to go inside of each successive
circle as they identify with the group.
Begin with "low-risk" groups (e.g. brown hair, large family,
group of professions you are working with such as manager or
production associate) and work up to groups that are typically
discriminated against or under represented (e.g. African

American, Asian, female, gay, person with disabilities).
Applause as each group forms in the middle
As each group of learners move towards the center of the circle,
ask them what they think is the most positive thing about being
a member of this group. Discussion
· How did it feel to be in the center of the circle? (Were you
comfortable being stared at?)
· How did it feel to be on the outside of the circle?
· How did you feel about those with you in the center of the
circle or about those in the outer circle?
· Did anyone not make any trip into the circle? How did that
feel?
I Want You To KnowGoals
To share the experiences of various ethnical, gender, religious,
and cultural groups and listen to one another. Directions:
Decide the ethnic categories to be used based on the
demographics of the learners by asking the group which ethnic
groups they feel comfortable using. If there is only one member
of a certain group, ask if she or he feels comfortable or if she or
he whishes to join another group.
Divide the group by ethnic categories and give each a sheet of
flip chart paper.
Give them about ten minutes to write down their answers for the

following questions:
· What we want you to know about our group.
· What we never want to see, hear or experience again as a
member of this group.
· What we want our allies to do.
When all groups have completed their lists, reassemble them
into one group and have them discuss their answers. When each
group has explained their list, ask questions to clarify, not to
challenge as the list represents realities for the group.
Discussion
· What are your initial reactions to the activity?
· Which group did you learn the most about?
· Did any of the statements surprise you?
· Did you notice any similarities between the groups?
Getting To Know YouGoal
To learn about each other. Instructions
Divide the learners into small groups. Provide each group a
large sheet of flip chart paper and markers. Have them to draw a
large flower with a center and an equal number of petals to the
number of learners in their group. Through discussion with their
group members, have them find their similarities and
differences. They should fill in the center of the flower with
something they all have in common.

Each member should then fill in his or her petal with something
about them that is unique - unlike any other member in their
group. Students should be instructed that they cannot use
physical attributes such as hair color, weight etc. This
encourages them to have more meaningful discussions with their
group members).
They should be encouraged to be creative in their ideas and
drawings.
After the small group activity, have them share with the large
group, about similarities and differences.
The Herman GridGoals
To discover that first impressions of people are not always true.
Instructions
Pass out copies of the Herman Grid to each learner. Ask them to
share their impressions and if they see gray dots at the white
intersections. Are the Gray spots really there? This is an
example of how we sometimes see things that are not really
there.Discussion
· Have you ever had a wrong first impression of someone who
had a different background or came from another culture?
· Has someone from a different back-ground or another culture
ever had the wrong first impression of you?
Ask participants to share and discuss their examples in the large

group or in small groups.
http://www.nwlink.com/~donclark/leader/diverse2.htmlWorkpla
ce Diversity Activities
by Regina Anaejionu, Demand Media
Diversity in the workplace is an asset.
Jupiterimages/Polka Dot/Getty ImagesRelated Articles
· Activities That Promote Diversity of Thought in the
Workplace
· 5 Questions About Diversity in the Workplace
· Examples of Diversity Problems in the Workplace
· Cultural Diversity Training & Education in the Workplace
· Advantages and Disadvantages of Diversity in Workplace
· Key Tools to Manage Workplace Diversity
Overview
Discrimination and prejudice can interfere with the hiring and
retention of a diverse work force. Diversity can range from
differences in gender, ethnicity, disabilities, religion and age, to
differences in values, lifestyle, sexual orientation, appearance,
family status, education and economic status. Diversity
activities can help employees see the need for respect and
understanding of differences, which is crucial to a work
environment that effectively hosts a broad array of people.

Labels
Divide your staff into small groups and assign each a specific
group label related to various religions, ethnic groups or
genders. The group label does not need to match the people in
the group. Give employees a few minutes to research, talk and
write down points that outline some of the common prejudices
against their group, hurtful language or actions toward their
group, and the strengths and differences their group can bring to
a workplace. Have each group share their findings with the
others. This workplace diversity activity can heighten
employees’ sensitivity to the needs of different gender,
religious or cultural groups, and it can help employees become
aware of stereotypes that exist.
Definitions
Ask people to pair up with someone they don’t know well. Give
each pair 10 minutes to define key concepts like respect,
diversity and a productive work environment. Ask them to
critically think about what these concepts mean. Encourage
them to write down three points on each topic, such as how they
need to be shown respect, why diversity is or is not important to
them and what essential things they need for a productive work
environment. This diversity activity will help people learn from
differences in thought and widen their understanding of

concepts that are vital to the health of your organization.
Shapes
Provide employees with three sheets of construction paper and
scissors. Have each employee cut the paper into shapes that
somehow represent her or something she values. Do not allow
for any drawing or text on the paper. Ask each employee to
partner up with someone he doesn’t know well. Each partner
should guess what the other’s shapes represent and then explain
what they really mean. Ask the pairs to share their shapes with
the group as a whole. This diversity activity may help people to
identify stereotypes and to recognize the similarities between
themselves and others in terms of what they value.
Categories
Have employees stand in a line or cluster on one side of a room.
Call out categories that some of your employees may belong to.
When a category is called that fits an employee, he should walk
to a designated spot on the other side of the room. Example
categories are: black hair, African-American, not born in this
country, married or family of six or more. Facilitate a
discussion of how the other side of the room felt, the pros of
belonging to certain categories and any surprises or incorrect
assumptions people want to share. This workplace diversity
activity will make employees aware of the many types of

differences that exist. It will also let people experience being
part of a minority group.
Sponsored Links
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diversity assessments and e-learning
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4 Ways To Awesomeness
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Awesome
www.GoToMeeting.com
Team Building Activities
Host Your Event @ Dave & Busters. Free Event Planner. Learn
More Now!
www.daveandbusters.comReferences (1)
· Penn State College of Agricultural Sciences: Diversity
ActivitiesResources (1)
· University of Maryland Diversity DatabaseAbout the Author
Regina Anaejionu has a background in retail and office
management. She currently owns an event planning and
marketing business, and works regularly with nonprofits, artists
and other businesses. Anaejionu has been writing and editing
educational and fun material since 2006 and studied marketing

at the University of Texas at Austin.Photo
Creditshttp://smallbusiness.chron.com/workplace-diversity-
activities-43392.html5 Questions About Diversity in the
Workplace
by Arnold Anderson, Demand Media
Understand diversity in the workplace.
business colleagues preparing for business meeting image by
Vladimir Melnik from <a
href='http://www.fotolia.com'>Fotolia.com</a>Related Articles
· Diversity Strategic Plan for the Workplace
· Key Tools to Manage Workplace Diversity
· Causes & Effects of Diversity in the Workplace
· Examples of Diversity Problems in the Workplace
· Advantages and Disadvantages of Diversity in Workplace
· About Workplace Diversity
According to Texas Diversity magazine, diversity in the
workplace is something companies will increasingly have to
understand as the workforce continues to expand to include
employees from all types of backgrounds. For employers and
managers who have questions about diversity in the workplace,
the best way to become familiar with the topic is to explore
what diversity in the workplace means to their business.

What Is Diversity in the Workplace?
According to the Chancellor&#039;s Committee on
Diversity at the University of California, San Francisco,
workplace diversity is the development of a workplace
perspective based on a variety of employee backgrounds, which
include more obvious factors such as race, gender, religion and
ethnicity as well as differences in physical ability, educational
background, intelligence and the environment in which a person
was raised.
How Will Diversity Help My Company Compete?
For many companies, the advent of the Internet and the
information age means they now have access to the global
marketplace. According to the Career Center at the University
of California at Berkeley, without a diverse workplace, your
company will not be equipped to market and sell to the wide
range of consumers you will come across in a global economy.
How Does Diversity Affect Employee Hiring?
According to Texas Diversity magazine, in order to attract the
kind of diverse workforce you will need to compete, you must
create an atmosphere that welcomes a wide range of employees.
If talented candidates looking for a diverse workforce to join
see that you do not have one, they may choose to join other
companies that have what they want.

How Do I Create Workplace Diversity?
According to Texas Diversity magazine, attracting and retaining
diverse talent begins with management. Create a program that
teaches your managers how to work in a diverse environment,
how to manage people from different backgrounds and how to
be more interactive in growing their department.
How Can I Gauge the Success of My Workplace Diversity
Program?
The simplest way to gauge the success of a diverse workplace is
to observe your staff at work, ask questions when you need to
know something, and look at the productivity results. If a
conflict arises, step in and get your employees refocused on
work goals. While it is important to have a diverse workforce to
compete in a changing economy, it is still necessary to maintain
harmony in the workplace. If an employee seems unsatisfied,
ask why he is unhappy. Get involved with your workers and you
will be better equipped to properly manage everyone through
understanding and teamwork.
http://smallbusiness.chron.com/5-questions-diversity-
workplace-1809.html
http://humanresources.ext.wvu.edu/r/download/130942
Cultural diversity resolution of international business activity
Today, working in the global commercial environment,

knowledge of the impact of cultural differences is one of the
keys to international business success. Improving levels of
cultural awareness can help companies build international
competencies and enable individuals to become more globally
sensitive. We kindly ask all you personnel of international
organizations, to express your views on the answers to the
questions of cultural diversity as a factor in international
business. This survey is anonymous and we would appreciate
genuine answers and participation. It will take you only a few
minutes but will benefit young entrepreneurs in future! Thank
you for your help!
1. 1. Please briefly introduce your company to define its core
activities?
1. .
2. Superior thniikng demonstrated above. Thanks!
3. iveco
2.
2. What are the countries and cultures meet your company
acting internationally?
1. .
3. torino
3.
3. What could you identify the main features of your country
cultural business market?

1. .
3. design
4.
4. How do you assess the impact of cultural diversity in your
country business market ?
1. .
3. designer
5.
5. How do you assess the impact of cultural diversity in your
company?
1. .
6.
6. What are the cultural diversity of challenges facing your
business in international markets ?
1. .
7.
7. In what ways or methods of your company solves the
problems associated with cultural differences?
1. .
8.

8. How your company responds to the cultural differences
between the products or services in respect?
1. .
9.
9. Do you think that your country businessmen are sufficiently
aware of the importance of cultural differences in business?
1. .
10.
10. Does your company employs people from other cultures? If
so, which ones and how does this affect your business / your
organization?
1. .
3. w
http://pollmill.com/f/cultural-diversity-resolution-of-
international-business-activity-etqr9fg/answers
The influences of cross cultural training on the organisation and
staffs
Cross-cultural efficiency is very fundamental in international
organisations and even in domestic organizations that have
suppliers, customers and partners in other countries. We need to
firm understanding of it into everything we do, when working
across cultures becomes our normal way of working. Therefore,

cross cultural training becomes an important part of training
employees because organisations want to push their
performance to success. Furthermore, by cross cultural training
such as leadership development for management across cultures,
companies will become more competitive in the global business
world. In addition, there are different programs to cover cross
cultural training; each program will try to achieve a better
understanding of client needs. Generally, Paige,1986 quoted in
Bhawuk & Brislin (2000) “ defined cross-cultural orientation as
training programs designed to prepare people to live and carry
out specific assignments as well as those that is designed to
prepare people to return to their home country after completing
their assignment in another culture”. Nowadays important and
big companies send their staffs to other countries to establish
and manage their businesses, those staffs are usually chosen
because of their skills but it sometimes these skills will be
difficult to use in a new environment. So increase the
possibility of success of those staffs to use their skills at the
same level of their work in their country will be the priority of
companies. Therefore cross cultural training is a significant
importance to help to reduce the chance of failure in a new
work environment. Bean (2006), gives useful information of this
topic as in the Australian Context project over 60% of
participants like to take more training because their knowledge
improved about the culture, also 88% of participants want to be

compulsory for all employees in positions of customers
contact,... [continues]
http://www.studymode.com/essays/The-Influences-Of-Cross-
Cultural-Training-1407587.html
http://dept.sfcollege.edu/ruralalliance/docs/Cultural%20Awaren
ess%20Learning%20Module%20One.pdf-on usb
See USB for activities
Go On And Make Me!
By Terri Morrison and Wayne A. Conaway
© Copyright 2004, All Rights Reserved
What motivates people to buy things? Why do you make the
decisions you do? Here are some different priorities around the
world.
1. Which of the following Japanese concepts is an important
motivational factor?
A. Giri
B. Kanban
C. Zaibatsu
2. "What do you do?" is a normal icebreaker in the USA. To a
great extent, a person's job defines who he is. True or false: US
citizens often worry about how their jobs will affect their
health.
3. Bolivians purchase a product because:

A. It's the best technology.
B. Their family will love it.
C. It's the best price.
4. True or false: In Germany, outstanding technology is usually
"the steak and the sizzle" for the consumer.
5. You live in Saudi Arabia and want to purchase a fancy new
widget. It is so expensive that you need a loan. Why aren't you
charged any interest?
A. Because Islam prohibits charging interest
B. Because you own the bank
C. Because of your good looks
6. Your fine English features have faded along with your youth,
and a big promotion is pending. You want that job! True or
false: You pop over to the plastic surgeon.
7. There is a morale problem among the workers in your factory
in Sweden. You fix it by:
A. Giving them extra paid-vacation days
B. Giving them certificates of merit
C. Giving them free tuition grants
8. True or false: Australians value status and prestige and have
a keen sense of etiquette.
9. You have been working out the details of another meeting
with your Asian supervisors. However, they always seem to
know everything about you, your operation, and the issue at
hand, and have decided on the outcome of the meeting before

you ever set foot in the door. Why should you even bother
going?
A. Because they said so
B. To gain consensus
C. To get frequent-flyer miles
10. Time may equal money in Switzerland, but managing your
time in microseconds is viewed askance by every one of these
ethnic groups except:
A. Native South Africans
B. Arabs
C. Polynesians
D. Latin Americans
E. White South Africans
· Bonus question. True or false: The Scottish are not
nationalistic.
Answers
Answers To: Go On And Make Me!
By Terri Morrison and Wayne A. Conaway
© Copyright 2004, All Rights Reserved
1. A.Giri means duty or sense of obligation, and motivates much
of Japanese life. Kanban is an advertisement, while zaibatsu is a
network of companies. (None of these words translates exactly.)

2. False. If they get sick, they probably worry about how it will
affect their jobs.
3. B. Family is the highest priority.
4. True
5. A. Saudi Arabia is a theocracy. Banks, like individuals, are
subject to Islamic precepts.
6. False. Most English find it curious how US executives can't
cope with aging, and would not consider their opportunity for
promotion enhanced by a facelift or tummy tuck.
7. A. Certificates are not too impressive, and tuition is free in
Sweden, but quality of life (i.e.: a big vacation) is key.
8. False. The French, oui; the Aussies, no.
9. B. Many meetings in Asia may seem ceremonial, but the good
of the group -- reaching a consensus -- is often the primary
goal.
10. D. Many cultures view time as flexible, but white South
Africans have inherited their English and Dutch ancestors'
insistence on punctuality.
· Bonus question from April 15 quiz.Italians are notorious for
their hatred of name brands. False. Italians are exceedingly
aware of designer labels and name brands.
· http://www.getcustoms.com/2004GTC/Quizzes/make2.html
· http://www.eslflow.com/interculturalcommunication.html
ssignment 3: Component Interface for an Emergency Control

Room
As the lead software engineer for a medium-sized hospital, you
have been asked to spearhead an effort to improve the tracking
of Voice Over IP (VOIP) calls made within the hospital system.
You have also been asked to begin planning out an emergency
vehicle discovery program that will improve the response times
of medical personnel to remote emergency locations by
pinpointing the closest vehicle to the emergency using GPS.
Write a three to five (3-5) page paper in which you:
1. Design the Requires and the Provides interfaces of at least
two (2) components that might be used in a system in an
emergency control room for a call-logging component that
records calls made.
2. Design the interfaces of at least two (2) components that
might be used in a system in an emergency control room for a
vehicle discovery component that, given a post code (zip code)
and an incident type, finds the nearest suitable vehicle to be
dispatched to the incident.
3. Include both the Requires interface and the Provides interface
in your design.
4. Develop a visual rendering depicting your design through the
use of Microsoft Visio or its open source alternative, Dia. Note:
The graphically depicted solution is not included in the required
page length.
Your assignment must follow these formatting requirements:

· Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
· Include charts or diagrams created in Visio or an equivalent
such as Dia. The completed diagrams / charts must be imported
into the Word document before the paper is submitted.
The specific course learning outcomes associated with this
assignment are:
· Explain the importance of software reuse.
· Use technology and information resources to research issues in
software engineering.
· Write clearly and concisely about software engineering using
proper writing mechanics and technical style conventions.
Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills.
Week 6 Discussion 1
Top of Form

Total views: 16 (Your views: 1)
"Adaptors for Component Compositions" Please respond to the
following: Provide a real-life example of a software application
that illustrates the different types of adaptors needed to support
sequential composition and a real-life example of a software
application that illustrates the different types of adaptors
needed to support additive composition.
Explain how the sequential and additive composition adaptors
differ in terms of their usage, their software integration, and
their reuse
Week Week 6 Discussion 2
"Software as a Service" Please respond to the following:
From the e-Activity, describe two requirements of the software
as service and the subscription economy as outlined in the
Forbes article. Explain how your selected requirements affect
the subscription business model.
Propose a software application that would be ideal for the
subscription economy and explain the benefit of following such
a business model
Bottom of Form
Like 600 words

The discussion on Pages 569-570 presents several uses for
videoconferencing such as telemedicine, tele-education, judicial
proceedings, surveillance. Select and research one use for
delivering VoIP or video-over IP mentioned in the text and
research the item. Write a report summarizing your findings.
The report should include the following sections: introduction;
background and history; technical specifications; current real
world implementation cases (one or two), barriers; and
summary.
Bottom of Form

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