Religion:Assignment #2: The Purpose of Religion Clifford Geertz taught that religion is an overriding system of symbols that serves two purposes.  It gives us a worldview - what is the world all about? In addition, it gives us an ethos - what ought we to do? Think about religion as practiced in America today. Answer the following questions. Using APA style and other reference. 1. Does it give a worldview? 2. Does it give an ethos?  For example, think about Christianity, practiced by the majority of Americans. 3. Do they receive a worldview they can accept from Christianity? 4. Do they get guidance on how to act? Your answer should be between 150 and 300 words. Module 1 - Leadership Primer What's the benefit of studying this topic? Leadership is often taken for granted or assumed–and professional careers can be side-tracked as a result. Becoming clearer about leadership roles assists you in focusing your strategy for career advancement. Additional insight about leader-manager actions will support direct, successful interactions with peers, direct reports, and superiors. Module 1 Leadership Primer: The Basics of Leading and Why You Need to Know Introduction to this Module and our course work: What makes a leader a leader? What are the characteristics or skills that make a group of people trust and follow an individual? Those questions and similar ones have been the subject of considerable research for years, especially in the last century. There are about as many answers and proposals as the number of studies themselves. Economist John Kenneth Galbraith, who served in the administrations of four presidents (Roosevelt through Johnson) observed, “All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.” For the purpose of this course, Northouse (2013) offers a definition that merits consideration. “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (p. 5) Management and leadership are frequently confused. Can you have one without another? Are all good leaders, good managers and vice versa? How do managers impact leaders and how do leaders relate to managers in organizations? In the late 19 th century Henri Fayol proposed that there are five functions of management. As illustrated in the chart below, those in blue are predominately management areas; those in red are predominately leadership areas. Five Functions of Management Planning Organizing Staffing Directing Control Vision Mission Strategy: ● What business are we in? ● What business should we be in? ● How? Goals: Income -Costs = Profit Timetables Market share Growth Investment Diversification etc. Need Metrics The organization supports the strategy. What form? • By function ...

1. Religion:Assignment #2: The Purpose of Religion
Clifford Geertz taught that religion is an overriding system of
symbols that serves two purposes. It gives us a worldview -
what is the world all about? In addition, it gives us an ethos -
what ought we to do?
Think about religion as practiced in America today.
Answer the following questions. Using APA style and other
reference.
1. Does it give a worldview?
2. Does it give an ethos? For example, think about Christianity,
practiced by the majority of Americans.
3. Do they receive a worldview they can accept from
Christianity?
4. Do they get guidance on how to act?
Your answer should be between 150 and 300 words.
Module 1 - Leadership Primer
What's the benefit of studying this topic?
Leadership is often taken for granted or assumed–and
professional careers can be side-tracked as a result. Becoming
clearer about leadership roles assists you in focusing your
strategy for career advancement. Additional insight about
leader-manager actions will support direct, successful
interactions with peers, direct reports, and superiors.

2. Module 1
Leadership Primer: The Basics of Leading and Why You Need
to Know
Introduction to this Module and our course work:
What makes a leader a leader? What are the characteristics or
skills that make a group of people trust and follow an
individual? Those questions and similar ones have been the
subject of considerable research for years, especially in the
last century. There are about as many answers and proposals as
the number of studies themselves. Economist John
Kenneth Galbraith, who served in the administrations of four
presidents (Roosevelt through Johnson) observed, “All of the
great leaders have had one characteristic in common: it was the
willingness to confront unequivocally the major anxiety of
their people in their time. This, and not much else, is the
essence of leadership.”
For the purpose of this course, Northouse (2013) offers a
definition that merits consideration. “Leadership is a process
whereby an individual influences a group of individuals to
achieve a common goal” (p. 5)
Management and leadership are frequently confused. Can you
have one without another? Are all good leaders, good
managers and vice versa? How do managers impact leaders and
how do leaders relate to managers in organizations? In
the late 19
th

3. century Henri Fayol proposed that there are five functions of
management. As illustrated in the chart below,
those in blue are predominately management areas; those in red
are predominately leadership areas.
Five Functions of Management
Planning Organizing Staffing Directing Control
Vision
Mission
Strategy:
● What business are we in?
● What business should we
be in?
● How?
Goals:
Income
-Costs
= Profit
Timetables
Market share
Growth
Investment
Diversification
etc.
Need Metrics
The organization
supports the strategy.

4. What form?
• By function
• By product
• By geography
• By customer
• By some other
means
Structure?
Rules?
Policies?
Procedures?
Human Resources
Evaluate present &
future needs.
Five years out?
• Recruit
• Assess
• Train
• Compensate
• Benefits
• Promote
• Terminate
Some call this function
Coordinating or
Motivating?

5. Leading
Communicating
Inspire
Energize
Empower
Seek commitment
Build teams
Recognize needs
Measure progress
toward the goals, note
the deviations and
make corrections
↓
↓
↓
↑ ← ← ← ←
Blue = Predominantly Management Areas; Red =
Predominately Leadership Areas
Tough Economic Times Adds to Leadership Expectations:

6. The Center for Creative Leadership recently surveyed and
analyzed research from corporate executives for leadership
ideas during challenging times.
Especially
Useful Actions
for Leading
During
Economic
Difficulties
Comments from a "Real World" Leader about Effort Needed
Confront Reality "Always question whether the 'halo effect' of
a business or business situation is blinding you to what
lies on the horizon.” – Herbert Henkel chairman, president, and
CEO of Ingersoll Rand (IR is a multi-
national, industrial machinery business, headquartered in
Ireland with $13.2 billion in business)
Be transparent
with employees
"The only way to address uncertainty is to communicate and
communicate. And when you think
you've just about got everybody, then communicate some more."
– Terry Lundgren, chairman,
president, and CEO of Macy's (a consumer retail business
headquartered in Ohio with 167,000

7. workers and $24.9 billion in business)
Be open with
investors
"Our policy is: 'If in doubt, communicate.' We always want to
conduct our business with integrity and
forthrightness." – Ron Sugar, chairman and CEO of Northrop
Grumman (a military contracting and
shipbuilding business recently announcing a move to the WDC
region for its headquarters; has a
revenue of 33.9 billion and 123,600 workers)
Build and
protect your
culture and
people
"Stay focused on culture, people, and values: it's the area most
likely to get compromised in this
environment." – Eric Foss, chairman and CEO of Pepsi Bottling
Group (headquartered in NY, this
soft drink company is multinational, with more than 66,000
employees and a revenue of 13.8 billion
Keep faith with
the future
"If you don't invest in the future and don't plan for the future,
there won't be one." – George Buckley,
chairman, president, and CEO of 3M, an global, industrial
conglomerate, headquartered in MN, with
$25+billion in revenue and 79,200 workers
(Center for Creative Leadership, 2010).

8. Research on Leadership: Large Number of Articles Reveals
Trends:
In his text on leadership, Northouse credits an earlier researcher
(Stogdill, 1974) with observing “. . . there are almost as
many different definitions of leadership as there are people who
have tried to define it” (Northouse, 2013, p. 2). With more
than 11,000 articles reported from 2005-12, that number of
publications alone, indicates the keen interest for answers and
approaches to effective leading. The topics within peer -
reviewed journals suggest that theorists, researchers, and
behavioral experts are most interested in these leadership
topics:
en leading and managing, with continued
attention to the idea that leaders are also managers,
as an aspect of performance-driven decision-making
suggest ongoing attention to development and
communication of vision
perceive leadership roles and responsibilities
trusted relationships, with a related idea about social
identity. This concept ties to the role of being more or less like
the group for seeking to influence (Business Source
Complete Data Base, 2012)
Effective Study of Leadership Builds on Tested Concepts

9. Throughout the course you will examine leadership from a
variety of vantage points, views, and theories within an overall
multicultural frame to inquire, assess and determine answers for
what is an effective leader. At the risk of over-
simplification, studies of leadership can be broken down into
three main categories posed as questions:
1. Are leaders born? The Trait Approach
During the nineteenth and early twentieth centuries, “great
man” theories dominated leadership discussions. The great
man concept suggested that leaders possessed special traits or
characteristics that allowed them to ascend above others
and enhanced their ability to be leaders (Hollander and
Offermann 1990b). Although Stogdill (1948) suggested that no
consistent set of traits differentiated leaders from non-leaders
across a variety of situations, nevertheless others have
proposed dozens of possible characteristics. There is general
agreement that they have the following five in common:
• Intelligence
• Self-confidence
• Determination
• Integrity
• Sociability
2. Can leadership skills be learned and developed? The Skills
Approach
“Beginning in the early 1990s, a multitude of studies has been

10. published that contend that a leader’s effectiveness
depends on a leader’s effectiveness in solving complex
problems” (Northouse, 2013, p. 43). The Three-Skill Approach
can be broken down as follows:
• Technical Skill: Most important at lower and middle-level
management.
• Human Skill: People skills; important at all three management
levels.
• Conceptual Skill: Ability to work with ideas and concepts;
most important at top management levels.
3. Is leadership a matter of behavior? The Style Approach
“The style approach focuses exclusively on what leaders do and
how they act . . . to include the actions of leaders toward
subordinates in various contexts (Northouse, 2013, p. 75).
According to the theory, leadership is composed of two general
kinds of behaviors:
• Task Behaviors: Goal accomplishment.
• Relationship Behaviors: Comfort with selves, the group, and
the situation
4. Several other approaches have been proposed by researchers
which could be broadly categorized as Style:
• Situational Approach: Different situations demand different
kinds of leadership requiring a leader to serve in
both directive and supportive capacities.

11. • Contingency Approach: Depends on effectively matching the
leader with the situation.
• Transformational Approach: Incorporates charismatic and
visionary leadership. Moves followers to
accomplish more than is usually expected.
• Path-Goal Approach: Meets subordinates’ motivational needs
to help them achieve their goals.
• Leader-Member Exchange Theory (LMX): Rather than treating
followers in a collective way, LMX theory
assumes a dyadic relationship (i.e. one leader – one follower)
between the leader and each of the leader’s
followers.
• Servant Leadership: An approach that runs counter to common
sense. Leaders are attentive to the concerns
of their followers, empathize and nurture them.
5. Special Consideration can be given to select approaches.
• Women and Leadership: Studies indicate that while women are
no less effective at leadership or committed to
their work, they are less likely to self-promote than men are.
• Team Leadership: Organizational teams have gained increased
importance.
Acts of Leading Focus on Appropriate Influence of Others

12. (Followers and Potential Followers):
Types of Leader Power:
Category Description
Referent
Power
Influence is derived from deep respect and appreciation for the
leader's ways. Gandhi and Martin
Luther King were leader examples who exerted referent power.
Expert Power Use of this power is driven by knowledge and
ability to contribute that knowledge to major problem
solving. Professional football coaches are often hired because
they are seen as experts for assuring
a winning season. A local leader, who speaks the language of
the community, offers expert power
for explaining and negotiating the customs of a desired market.
Legitimate
Power
Influence which accompanies position within a recognized
company, business or institution. A judge
holds legitimate power due to his or her appointment as a
member of the court system.
Reward Power The use and access to resources desired by others
(who then follow). Rewards include work
benefits (raises, bonus distribution, time off, vacations, etc). A
supervisor frequently uses reward
power to support employee commitment to project or unit goal
achievement.

13. Coercive
Power
Influence which goes against the will of others to punish or
penalize. In exerting this power,
leadership is viewed as unfair, not ethical. Fear becomes the
primary motivator. A manager is using
coercive power when s/he makes a planning mistake but blames
staff for that decision.
(Northouse, 2013; Raven and French (1959).
Next Steps:
Through your course study you will uncover multiple leadership
aspects and approaches. Leadership likely means
something slightly different to your classmates because people
see and feel leadership through our own observations and
experiences. Beginning now, how would you describe or
explain leadership, based on your experience?
As weeks of the course are completed, consider how you can
explore each module to compare and contrast the
understanding you have from your observations. What ideas
seem to be most relevant? How you might adjust, fine-tune,
or change your leadership to become more effective in your
career or organization?
Module 2 - Leadership History

14. What's the benefit of studying this topic?
Leadership research frames and sets the stage for how to think
more deeply about who leads and who recognizes
that leadership. This module helps you to see how leadership
ideas have developed. With that knowledge, you can
better position your leader and manager activities.
Module 2
Leadership Primer: The History of Leadership Theory and Why
It's Important
Let's Begin with a "Snapshot" of Today
thin
companies, institutions, and charities in the USA in 2011
total compensation ranging more than $1m. per year
years, down from 6.5 years in 2006. North American
CEOs' tenure has dropped to 6.8 years from 8.6 years. In the
Asia Pacific region, CEO tenure increased to 5.7
years from 4.3, while Europe's senior level officers remained
fairly stable (Kirdahy, 2008).
American business life, leaders continue to
be perceived as the shapers of the destinies of their
companies--as judged from the increasingly large financial
rewards.

15. Given these data points, what's important to trace and
understand about the history of leadership and management?
History and Philosophy of Management Thought
Prior to the industrial revolution (around 1750) 19 out of 20
people were involved in agriculture. It wasn’t until the middle
1900’s that the ratio of industrial & business workers to
agricultural workers exceeded 50%. Eli Whitney, famous for
inventing the cotton gin, is also credited with developing the
first interchangeable parts for the firing mechanism of
muskets in 1801. With the growth of industry and
manufacturing, Increased attention was focused on productivity.
The
development of the philosophy of management thought is
generally broken down into four eras: the Classical Era;
Behavioral Era; Quantitative Era; and the Quality Era.
Classical Management Theorists.
Three of the classical pioneers in the development of
management theory were Frederick W. Taylor, Henri Fayol, and
Frank and Lillian Gilbreth.
Frederick W. Taylor (1852-1915) is credited with the concept of
“Scientific Management.” Briefly stated, Taylor’s
principles can be summarized as follows:
• Determine the one-best-way for each element of work.
• Scientifically select, train, teach and develop workers.
• "Heartily" cooperate with workers to insure work is done in
accord with Scientific Management.

16. • There is an almost equal division of work between
management and workers.
• Time & motion study. (Taylor, 1911)
Henri Fayol (1841-1925) The “Five Functions of Management”
14 Principles
The Five Functions of Management (see also Module 1)
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Control
Fayol’s Fourteen Principles (Fayol, 1930. Administration
Industrielieet Generale)
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interests to the general interest
7. Remuneration
8. Centralization
9. Scalar chain organization
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative

17. 14. Esprit de corps
Frank (1868-1924) and Lilian (1878-1972) Gilbreth: “Parents”
of Industrial Engineering
Frank Gilbreth began as an apprentice bricklayer. He noticed
that no two bricklayers used the same motions, and much
of what they did was inefficient. He developed many
improvements and was able to decrease a worker’s motions from
18 to 4-1/2. Frank found a kindred spirit in Lillian. They were
married in 1912 and had 12 children, one of which wrote
the humorous account of their family life in a book and later
movie Cheaper by the Dozen.” The Gilbreths identified 15 to
16 “motion cycles” which came to be called “therbligs” (think
of spelling Gilbreth backwards).
Behavioral Management Theorists
Following the “nuts and bolts” focus on productivity by the
Classical Theorists, in the mid-1900’s the focus turned toward
examining worker behavior and motivation. Mayo, Maslow,
McGregor, and Drucker are notable examples.
Elton Mayo (1880-1949): The Hawthorne Studies
The “Hawthorne Studies” (or experiments) were conducted from
1927 to 1932 at the Western Electric Hawthorne Works
in Chicago. The faculty made and assembled relays for the
booming telephone industry. Specifically, the goal was to
examine the affects of fatigue and monotony on productivity by

18. varying such things as rest breaks, illumination, work
hours, etc. The workers were all female and divided themselves
into two groups: a test group (exposed to changes in
working conditions), and a control group (no changes). Each
experiment lasted several weeks, and careful data was
collected. Accounts of the study note that the relationship
between the workers and the data collectors was friendly and
cordial; there were no threatening conditions. A brief summary
of the types of experiments and results:
Experiment Result
1 They were then put on piece-work for eight weeks. Output
went up
2 Two five minute rest pauses, morning and afternoon, were
introduced for a period of five weeks.
Output went up once more
3 The rest pauses were lengthened to ten minutes each. Output
went up sharply.
4 Six five minute pauses were introduced, and the girls
complained
that their work rhythm was broken by the frequent pauses.
Output fell slightly
5 Return to the two rest pauses, the first with a hot meal
supplied by
the Company free of charge.
Output went up

19. 6 The girls were dismissed at 4.30 p.m. instead of 5.00 p.m.
Output went up
7 They were dismissed at 4.00 p.m. Output remained the same
8 Finally, all the improvements were taken away, and the girls
went
back to the physical conditions of the beginning of the
experiment:
work on Saturday, 48 hour week, no rest pauses, no piece work
and no free meal. This state of affairs lasted for a period of 12
weeks.
Output was the highest ever recorded
averaging 3000 relays a week.
(Originally 2400/week)
Conclusions
determining efficiency. Furthermore, of all the human
factors influencing employee behavior the most powerful
were those emanating from the worker’s participation in
social groups.
satisfy personal, subjective requirements.
in the machine and denies humanity.

20. When published years later the response of Industrial
Psychologists was astounding
(http://www.managetrainlearn.com/page/elton-mayo).
Abraham Maslow (1908-1970): Hierarchy of Needs
Maslow’s theory is that all people have certain needs which can
be classified into five groups and arranged in what he
referred to as a hierarchy or “proponent” order. If a lower need
is unmet (hunger or thirst for example) it is difficult to
interest the person in addressing a higher level (esteem).
This Maslow’s Hierarchy of Needs image is available under
Creative Commons Attribution-Share Alike 3.0 Unported
license.
Douglas McGregor (1906-1964): Theory X and Theory Y
Douglas McGregor proposed his famous X-Y theory in his 1960
book The Human Side Of Enterprise. McGregor
suggested that there are two fundamental approaches to
managing people.
Theory X ('authoritarian management' style)
The average person

21. Theory Y ('participative management' style)
http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_N
eeds.svg
http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_N
eeds.svg
https://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_
Needs.svg
https://creativecommons.org/licenses/by-sa/3.0/deed.en
The average person
ral as play
Peter Drucker (1909-2005): Management by Objectives
Drucker was an Austrian-born American management
consultant, educator, and author. The author of 39 books,
Drucker is often referred to as “prolific.”
Quality Management Theorists.
Starting in the 70s and 80s American manufacturing began to
acquire a reputation for poor “quality.” Japanese
manufacturers (particularly automotive) realized they could not
match the mass production processes of America.
Concentrating on reducing time and waste led to concepts such
as Just In Time (JIT) and kaizen (continuous
improvement). Toyota led the way. Following World War II the
Japanese were assisted in quality improvements by two
Americans: W. Edwards Deming and Joseph Juran. While

22. Deming and Juran are known as the “brains” of quality, Philip
Crosby is known as the “friendly uncle.”
W. Edwards Deming (1900-1993): Statistical Process Control
Deming’s 14 Points
1. Create constancy of purpose toward improvement of product
and service,
2. Adopt the new philosophy. Western management must
awaken to the challenge, must learn their responsibilities,
and take on leadership for change.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of a price
tag.
5. Improve constantly and forever to improve quality and
productivity,
6. Institute training on the job.
7. Institute leadership
http://media.photobucket.com/user/epiac1216/media/PeterDruck
er.jpg.html?filters%5bterm%5d=peter%20drucker&filters%5bpr
imary%5d=images&filters%5bsecondary%5d=videos&sort=1&o
=0
https://en.wikipedia.org/wiki/Continual_improvement_process
8. Drive out fear (encourage suggestions for improvement)
9. Break down barriers between departments.
10. Eliminate slogans, exhortations, and targets for the work
force asking for zero defects and new levels of
productivity
11. Remove barriers that rob the hourly worker of his right to

23. pride of workmanship.
12. Remove barriers that rob people in management and
engineering of their right to pride of workmanship.
13. Institute a vigorous program of education and self-
improvement.
14. Put everybody in the company to work to accomplish the
transformation.
Philip Crosby (1926-2001): Quality is Free and Quality Without
Tears
Which is a higher quality hamburger: McDonalds’ Big Mac or
Burger King’s Whopper?
According to Crosby, “Quality is conformance to requirements.
A Big Mac is “Two all-beef patties, special sauce, lettuce,
cheese, pickles, onions on a sesame seed bun.” Crosby would
say if it comes out of the kitchen that way, as far as
McDonalds is concerned, it is a quality burger. Now, if no one
buys it, that’s another consideration.
“Acceptable Quality Level” (AQL) is totally unacceptable.
The only acceptable quality level is Zero Defects.
Quality is not goodness, shininess, weight, etc.
Quality is tangible and can be measured
Quality does not originate in the Quality Department
Quality is achieved by prevention, not appraisal
Research Trends Explaining/Using Leader Model Typologies or
Categories:
More recent research (2005-12) indicates ongoing interest in
Human Relations Theories. Although leadership historians
may consider other categories more engaging, behaviorists and

24. consulting practitioners alike continue to explore the
interaction dynamics which make up the communication and
actions stimulated by leader decisions and follower's
https://en.wikipedia.org/wiki/Culture_of_fear#In_the_workplace
commitment/performance or resistance. Researchers of more
than 325 studies in the past 5 years identify and explain
relational aspects of leading. This research cluster has
increased attention to context as a means of understanding
human relations/interactions and to delving into the role of
communicating self and values (spirituality).
Summary:
You should take away from this Module that the role of the
leader is a complex one; and one that is more than simply
being assigned or appointed in charge of something. The
leader's vision, strategy, and management of resources are
essential elements of good leadership. These readings lay the
groundwork for much of the class, and I hope as you
answer the questions posed in the lesson, you might engage
your fellow students in the conference discussions.
Module 3 - Trends and Cultural Diversity

25. What's the benefit of studying this topic?
Diversity interacts with economic opportunities as well as risks.
As a manager you offer added value when you
understand how to track macro-economic /population trends
while also integrating knowledge of and respect for different
cultures.
Module 3
Global Demographic Trends and Cultural Differences
INTRODUCTION:
Recent globalization requires leaders and managers to consider
cultural diversity as a part of their responsibilities. They
are charged with creating work settings that promote knowledge
and respect for not only their customers and clients, but
also for their workers who produce the goods and services
offered.
At-A-Glance Definitions:
Culture: Something that ties or links a group of people together
as a society, tribe, or community. It is learned and
shared by older members of a group who pass on beliefs to
younger members. Culture is also revealed in traditions,
celebrations, and social expectations (such as customs or habits,
morals, or laws), which provides a structure or way of
seeing and making sense of the world. Culture is a “way of life”
for a group of people.

26. Cultural intelligence: The ability to display intercultural
competence within a given group through adaptability and
knowledge. See Hofstede’s Dimensions of Difference below.
Diversity activities (diversity policies, programs/initiatives
within business and professional settings): A term
used to identify information dissemination and training in
smaller and larger enterprises. Diversity activities recognize
and
respect differences among workers due to ethnicity, race,
gender, age, and sexual orientation by gathering data, holding
workshops and events, and establishing affinity groups. US
Diversity programs began in response to government
affirmative action policies and civil rights laws/court decisions
banning discrimination in the 1960-70s.
Globalization: The decrease of distance for trade and
development of goods, services, as well as human interests.
“Globalization refers to the process of integration across
societies and economies. The phenomenon encompasses the
flow of products, services, labor, finance, information, and
ideas moving across national borders (Encyclopedia of
Management, 2009, p. 341).
Homophily: The tendency of individuals to associate with others
who are similar to them.
Stereotypes: “A form of categorization that organizes our
experience and guides our behavior toward various groups
within society. . . Stereotypes, like other forms of categories,
can be helpful or harmful depending on how we use them”
(Adler, 2008, p. 76, 77).
Global Complexities and Controversies
to live in high

27. income countries (such as North America, Europe,
Japan and Australia). International migrants now make up 10%
of the population of developed countries, with
women accounting for half of those migrating.
ving immigrants with more
than 1.9 million holding legal resident status, and
approximately 11.9 million nonofficial immigrants in 2011.
on regional rather than global integration. Trading
blocs, such as the North American Free Trade Agreement
(NAFTA), the European Union (EU), the Asia-Pacific
Economic Co-operation (APEC), and the Association of South
East Asian Nations (ASEAN), support regional
cooperation between geographical neighbors (Encyclopedia of
Management, 2009)
Skill Profile of the Effective Global Manager (Encyclopedia of
Management, 2009)
thinking globally while acting locally

28. structures
—especially in
team setting
more than one language
r knowledge in an
organization
integrity and honesty
Managing Organizational Diversity
The Society for Human Resource Management recommends the
following components for a successful diversity
initiative:
1. Get executive commitment. Enlisting the visible support and
commitment of your organization's CEO is
fundamental to a successful diversity initiative.
2. Articulate the desired outcomes. Be explicit about how
support and commitment are to be shown and from
whom it is expected.
3. Assess the climate, needs, and issues at your organization.
The use of focus groups can help clarify the
obstacles. It will prove helpful to determine where your
organization currently is on the diversity continuum

29. before determining what interventions need to be taken.
4. Create and maintain open channels of communication with
employees at the launch of your diversity
initiative and throughout the process. Communication is crucial
to the success of your diversity plan and
should occur not only at the beginning of a diversity initiative,
but also throughout the process.
5. Consider forming a diversity taskforce to widen your support
base. This group can help analyze
assessment data and make recommendations to top management.
6. Develop a mechanism for dealing with systemic changes and
procedural problems. Once identified,
obstacles and problems must be addressed. For example, your
company may be committed to hiring persons
outside of the dominant culture, but has difficulty promoting
those same persons once they are with the
organization.
7. Design relevant, interactive, applicable training. The purpose
of good training is to not just increase
awareness and understanding about diversity, but also to
develop concrete skills that employees can use to
deal with workplace diversity, its implications, and its effects.
8. Evaluate and measure each component of your diversity
initiative (training, taskforce, mentoring
initiative, employee networks, etc.). Set measurable criteria and
determine what you would like to accomplish
and how you will gather data.
9. Ensure integration and accountability. Integrate the concepts,
skills and results of your diversity efforts into
the fabric of the organization and hold management accountable

30. for encouraging diversity throughout the
organization.
(Gale Virtual Reference Library, “Diversity” Encyclopedia of
Management, 2009, p. 197-200)
Economic Stability Is a Global Issue
countries continued to develop. China led with a 7.4%
expansion of GDP followed by India with almost 6%, 2011.
manufactured goods and their export (approximately
73% of goods were manufactured in these countries during
2006), but Asian/Pacific countries improved their
shares of manufactured products with China taking the lead.
Between 2000 and 2007, investment rates rose 6%
in Asian/Pacific regions and more than 10% in SE Asia.
Economies in Latin America and the Caribbean were
lower, and high income areas had the least savings.
2008-09 economic crises generated renewed
interest in sound fiscal policy among business and government
leaders, which continues 2012 (World Bank).
Gathering /Researching Demographic Trends: An ongoing task
for managing in a diverse, global setting:

31. Web-based resources provide snapshots of important trends.
With data being widely available, there are increased
expectations for managers to understand demographic and
economic trends. Here's a suggested set of resources to help
with tracking data.
Organization Primary Mission Types of reports Links for
locating data
World Bank To assist globally by
paying particular
attention to the
advancement of less
developed countries.
Data and Research section
of website compiles reports
on populations, economic
changes by year and by
special interest (such as
environment or technology)
http://www.worldbank.org/
WBSITE/EXTERNAL.DATASTATISTICS/
Google options using terms of country and
population (Google and the World Bank have
a partnership to provide specific data and
information, which helps in
organizing/retrieving from more than 65,000
documents.
World Economic
Forum

32. To strive towards
global development
emphasizing values
along with rules. Work
utilizes
corporations/their
leaders; governments
and their leaders, as
well as attention to a
civil society.
Offers an annual Global
Competitiveness Report
and ranking of countries,
based on multiple factors
and an extended review
process. Also offers
understanding about issues
such as gender gap, and
tourism impact.
http://www.weforum.org
http://www.worldbank.org/
http://www.weforum.org/
United Nations To govern
internationally with the
primary purpose of
fostering peace.
Offer population by age and
country; see Organization for

33. Economic Cooperation and
Development (OCED); Other
reports such as country loss
and gains (Population Div;
Statistics Div; IOM (Office on
Migration)
http://www.un.org
Google OCED for several links to population
data, these data banks can be tailored to
provide profiles by country or across several
countries.
US Census
Bureau,
International
Data Base
To serve by offering
quality data about
people throughout the
world.
Provides past, current and
forecasting information about
population changes
http://www.census.gov/ipc/www/idb/index.php
World Trade
Organization
To negotiate
agreements for

34. reducing obstacles to
international trade.
Offers trade profiles, in which
the user customizes various
factors to make tailored
comparisons
http://www.wto.org/
select statistical data base
Business
Insights:
Essentials
NA Data profiles of companies
by name, major brand,
industry sector
Available through UMUC online library
Current Research for Understanding Cultural-Business
Interactions
Globalization continues to expand and it impacts cultures: With
more than 800 studies and articles since 2005,
business awareness of cultural influences on enterprise
globalization has intensified. But the practical application of
these ideas suggests questions rather than answers because there
is now more need for specific, situational, and
practical applications due to global interconnectivity. The
questions include:

35. multinational or global work setting?
-cultural skills
and work performance?
http://www.un.org/
http://www.census.gov/ipc/www/idb/index.php
http://www.wto.org/
-national
cultural values and company mission? What are the
ethical issues and roles for corporate social responsibility?
while also implementing company priorities and values
Hofstede Cultural Dimension Research (Launched in 1980)
With sponsorship of IBM, one of the first multinational
corporations, Dutch anthropologist Geert Hofstede designed a
survey to use data from 100,000+ respondents in 50+ countries.
Survey data continues to be added to the database.
With a strict protocol to assure validity, Hofstede and his
researchers identified five major categories in which cultures
differ: power distance, individualism/collectivism, career
success and quality of life, uncertainty avoidance, and short-
longer time orientation. Hofstede's five-dimension model is the
most widely applied for distinguishing culturally driven
values within diverse work groups for the purpose of cultural
comparisons within large groups or countries.
their boss has more power than they have? . . . Do
employees do their work in a particular way because the boss
wants it that way (high power distance) or because

36. they personally believe that it is the best way to do it (low
power distance)?” (Adler, 2008, p. 54). On the Hofstede
scale, the U.S. is low, France is high.
is high, Mexico is low.
the U.S. is high, France is low.
, the U.S. is
low, Japan is high.
-Longer Time Orientation: On the Hofstede scale, the
U.S. is low, Japan is medium.
Later, Hofstede and his colleagues identified an additional
dimension: Confucian dynamism.
employees’ devotion to
the work ethic and their respect for tradition. Hong
Kong, Singapore, and Taiwan are typical examples of high
ratings in this dimension.
GLOBE Research (Began in 2004)
Building on Hofstede's dimensions, House and his researchers
aimed to identify appropriate leadership for assuring
success in settings dominated by specific country cultures. In
addition to the dimensions proposed by Hofstede, GLOBE
researchers proposed several others, including In-Group

37. Collectivism, Gender Egalitarianism, Assertiveness,
Performance Orientation, and Humane Orientation. Six
categories of leadership overlap the early culture categories
identified by Hofstede. For instance, charismatic and
autonomous leading can be effective when working with culture
values for higher power distance; team leadership can be helpful
when working within a collectivist culture; and self-
protective leader attributes can be useful when there's a higher
awareness of uncertainty.
GLOBE researchers further divided the data from their study in
62 countries into regional clusters: Anglo, Germanic
Europe, Latin Europe, Sub-Saharan Africa, Eastern Europe,
Middle East, Confucian Asia, Southern Asia, Latin America,
and Nordic Europe (Northouse, 2013, p. 390).