Competency (quiz on 11.05.2011)


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Competency (quiz on 11.05.2011)

  1. 1. Definition of the Managing Communication Competencyq Involves the ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings, (verbal, listening, nonverbal, written, electronic, etc.) for accurately transferring and exchanging information and emotions 1
  2. 2. Core Abilities of the Managing Communication Competencyq Convey information, ideas, and emotions so they are received as intendedq Provide constructive feedbackq Engage in active listeningq Use and interpret nonverbal communication effectivelyq Engage in effective verbal communicationq Engage in effective written communicationq Effectively use electronic communication resources 2
  3. 3. Definition of the Managing Diversity Competencyq Involves the ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual 3
  4. 4. Core Abilities of the Managing Diversity Competencyq Foster an environment of inclusion for allq Learn from others with different characteristics, experiences, perspectives, and backgroundsq Embrace and support diversityq Work with others because of their talents and contributions, rather than personal attributesq Provide leadership in addressing diversity-based conflictsq Apply diversity laws, regulations, and organizational policies related to your position 4
  5. 5. Selected Categories of Diversity*q Primary Categories: Genetic characteristics that affect a persons self-image and socialization, appear to be unlearned and are difficult to modify s Age, race, ethnicity, gender, physical abilities and qualities, and sexual and affectional orientationq Secondary categories: Learned characteristics that a person acquires and modifies throughout life s Education, work experience, income, marital status, religious beliefs, geographic location, parental status, behavioral style 5
  6. 6. Definition of the Managing Ethics Competencyq Involves the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors 6
  7. 7. Ethicsq Definition: Values and principles that distinguish right from wrong. NOT IN TEXT: Ethics are often based upon laws, organizational policies, social norms, family, religion, and/or personal needs, and may be subject to differing interpretations with problems in proving “truth”q Ethical Dilemma*: A situation in which an individual or team must make a decision that involves multiple values. 7
  8. 8. Core Abilities of the Managing Ethics Competencyq Identify and describe the principles of ethical decision making and behaviorq Assess the importance of ethical issues in actionsq Apply laws, regulations, and organizational rules in making decisions and taking actionq Demonstrate dignity and respect for othersq Demonstrate honest and open communication limited only by legal, privacy, and competitive considerations 8
  9. 9. Definition of the Managing Across Cultures Competencyq Involves the ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind s Culture = the dominant pattern of living, thinking, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations s Cultural values = those consciously and subconsciously deeply held beliefs that specify general preferences, behaviors, and define what is right and wrong. 9
  10. 10. Core Abilities of the Managing Across Cultures Competencyq Understand, appreciate, and use cultural factors that can affect behaviorq Appreciate the influence of work-related values on decisions, preferences, and practicesq Understand and motivate employees with different values and attitudesq Communicate in the local languageq Deal effectively with extreme conditions in foreign countriesq Utilize a global mindset (use a worldwide perspective to constantly assess threats or opportunities) 10
  11. 11. Individualism* as a Work-Related Valueq Individualism = the tendency of people to look after themselves and their immediate family, which implies a loosely integrated societyq In cultures that emphasize individualism, people view themselves as independent, unique, and special; value individual goals over group goals; value personal identity, personal achievement, pleasure, and competition; accept interpersonal confrontation; and are less likely to conform to other’s expectationsq Such cultures include the United States, Australia, New Zealand and the United Kingdomq Example: “Stand on your own two feet!” 11
  12. 12. Collectivism* as a Work-Related Valueq Collectivism = the tendency of people to emphasize their belonging to groups and to look after each other in exchange for loyaltyq Cultures that emphasize collectivism are characterized by a tight social framework, concern for the common welfare, emotional dependence of individuals on larger social units, a sense of belonging, a desire for harmony, with group goals being viewed as more important than individual goals, and a concern for face-savingq Such cultures include Japan, China, Venezuela, and Indonesiaq Example: “The nail that sticks up gets hammered down!” 12
  13. 13. Definition of the Managing Teams Competencyq Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals 13
  14. 14. Core Abilities of the Managing Teams Competencyq Determine when and how to use teamsq Set clear performance goals directly or participativelyq Define responsibilities and tasks directly or participativelyq Show accountability for goal achievementq Use appropriate decision-making methodsq Effectively manage conflictsq Assess performance and take corrective action as needed 14
  15. 15. Definition of the Managing Change Competencyq Involves the ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in a person’s area of responsibility 15
  16. 16. Core Abilities of the Managing Change Competencyq Apply the other six competencies in pursuit of needed changesq Provide leadership in planned changeq Diagnose pressures for and resistance to changeq Use the systems model and relevant processes to facilitate changeq Seek out, learn, share, and apply new knowledge in the pursuit of constant improvement 16
  17. 17. Organizations as Open Systems* [Not in Text]q Note that organizations are “open systems,” such that their long term effectiveness is determined by their ability to anticipate, manage, and respond to changes in their environment, with such changes resulting from external forces and/or stakeholdersq External forces include the labor force, the natural environment, the economy, and different cultures, while stakeholders include shareholders, customers, competitors, suppliers, creditors, governmental agencies and their regulations s Note the impact of these environmental influences on individual, interpersonal, team, and organizational processes; organizations that do not effectively adapt to environmental change will fail 17