...Ticket # AAY5257081 Descriptions of the 10 core competencies and their alignment with UVic Learning Outcomes Personal management: This means that you understand yourself and are conscious of the implications of your interactions with others. You show this competency when you: • act with honesty, integrity and personal ethics • recognize your personal efforts and the efforts of others • acknowledge diverse opinions and accept differences • manage your personal health and emotional well-being • take responsibility and demonstrate resiliency and accountability for yourself • plan and manage your personal time, finances and other resources 2 • assess, weigh and manage risk in the face of uncertainty • recognize your strengths and areas for improvement • adapt to new environments and cultures This competency aligns with the following UVic Learning Outcomes: Ethical and professional reasoning and action / Intercultural knowledge and sensitivity Communication: This means that you’re comfortable using a broad range of communication styles, and you choose appropriate, effective ways to communicate to audiences in diverse situations. You show this competency when you: •communicate in a respectful tone and manner •listen actively and communicate effectively with others •write clearly and accurately in a variety of contexts and formats •listen and ask questions to understand other people’s viewpoints •communicate issues in a timely manner •are aware of and responsive to verbal and non-verbal...
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...topics include communication ethics and cross-cultural communications, personal communication styles, solving organizational problems, and the evaluation of an organizations strategic direction. Course Dates Jul 29, 2014 - Sep 01, 2014 Faculty Information Name : Email Address : Alternate Email Address Phone Number : SHARLA WALKER (PRIMARY) sharmarie@email.phoenix.edu (510) 481-8992 Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents (both located on your student website): • Academic Policies • Instructor Policies University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Get Ready for Class • Familiarize yourself with the textbooks used in this course. Course Materials All electronic materials are available on your student website. Week1 The Communication Process Tasks • Review the Week One Student Guide. Jul, 29 - Aug, 04 Objectives/Competencies 1.1 Explain the steps in the communication process. 1.2 Describe the roles of listening and responding in the communication process. Required Learning Activities • Communicating in the Workplace, Ch. 1 • Communicating in the Workplace, Ch. 4 •...
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...CULTURE AND ETHICS IN BUSINESS LEARNING JOURNAL CHALLENGES OF MANAGER’S CULTURAL DIFFERENCES FOR THE INTERNATIONAL BUSINESS ENVIRONMENT Introduction Business today has seen a high surge in globalization. This increase of international business all over has led to a number of ties and relations among people from different culture and nationalities. Managers who still haven’t adapted to the new age managerial skills and are still following the conventional route have found themselves extremely ineffective in the global platform. A need of global managers who understand multi-cultural competencies has arrived and most scholars debate that the working style, values and behaviour of a manager are directly a persona of their national culture. Thus in order to be competitive in this global market, the traditional approach by the managers must transcend to a global one. A global manager is one who has the ability to manage the complexities in a business which is conducted or laid upon multi-cultural diversities. A global manager has many challenges when managing people from different cultures; this includes the people from both High context society as well as low context society. Challenges Lack of communication: When a manager is working with his team members who have different native tongue, it’s most possible at time that the information flow is not constant. Adding to the woes are the multitasking employees and talking to employees over...
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...have a competent and dynamic workforce. Therefore, the purpose of this essay analyses on a Human Resource (HR) perspective what is competency, the importance of competencies in the current workforce and its tandem relationship to staff undertaking international assignment. Importance of Competency in workforce Mcshane, Olekalns & Travaglione (2010) mentioned that information technology and transport systems enhanced the effects of globalization by bringing connectivity and interdependence between countries around the globe to a whole new level. Therefore, in order to meet the competitiveness of the environment, recognizing core competencies needed by the organizations in its employees is essential as it promotes customer value on the external aspect and allows creation of new business through innovation on the internal aspect (Nankervis et al 2011). As such, it’s no surprise that the same job of past and present now has very different scope of duties. Cooper, Robertson & Tinline (2003) affirm the above by highlighting that in the global environment, jobs are constantly changing due to both internal and external factors. Therefore, it is important that HR constantly analyses the environment and re-design existing jobs in order to maintain its competitive edge to achieve its organizational objectives. This process of analyzing is called Job Analysis. Jobs consist of a spectrum...
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...Analyzing the Benefits of Cultural Diversity in Organizations Name Institution Instructor Course Date Submitted Managing Cultural Diversity in Organizations Chapter 1: Introduction Human resource management is one of the core functions of business managers. Organizational productivity is influenced by the degree of effectiveness with which employees are managed and directed to perform their duties. One major challenge that human resource managers face in this regard is promoting harmony and coexistence in multicultural workplace environments. Since the beginning of the 18th century Industrial Revolution in Europe, business companies have had to deal with a growing number of people from different cultural backgrounds. This demographic transformation of the workplace was a result of advancements in the transport industry. The invention of the steam engine, and later on, the airplane, facilitated fast movement of goods and people across international boundaries. Over time, companies expanded their business activities beyond their local markets, giving rise to multinational corporations. Satair U.S.A is a multinational corporation with branches in several countries around the world. The company specializes in aircraft maintenance and the distribution of aircraft spare parts. As a multinational company, Satair employs people from different cultural backgrounds in its plants around the world. Consequently, the...
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...CPA Program The practical experience guide and logbook If you require further information about the practical experience requirement, or would like to notify us of a change, please contact CPA Australia: practicalexperience@cpaaustralia.com.au or contact your local office – details can be found on the inside back page of this guide. Disclaimer The material used in this booklet has been designed and prepared for CPA Australia’s practical experience requirement. It provides tailored guidance for mentors who are registered in CPA Australia’s practical experience requirement. The booklet and contents should not be used for any other purpose. CPA Australia, the publisher and the author of this booklet take no responsibility for any loss incurred by any person who relies on guidance offered in this booklet. Legal notice Copyright CPA Australia Ltd (ABN 64 008 392 452) (“CPA Australia”), 2010. All rights reserved. Save and except for third party content, all content in these materials is owned by or licensed to CPA Australia. All trade marks, service marks and trade names are proprietory to CPA Australia. For permission to reproduce any material, a request in writing is to be made to the Legal Business Unit, CPA Australia Ltd, 385 Bourke Street, Melbourne, Victoria 3000. CPA Australia has used reasonable care and skill in compiling the content of this material. However, CPA Australia and the editors make no warranty as to the accuracy or completeness of any information in these...
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...Introduction The main purpose of this essay is to illustrate the importance of the idea of competency as well as seeks to outline its application to staff undertaking international assignments. Lucia & Lepsinger (1999) define competency as “a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development.” People or the organization should possess the core competencies to excel in work’s performance and hence be improved in the future to achieve effectiveness in work and organization’s goal (Ibid). Why have the idea of competency become so important? Organizations today identified the key to business success through strategic human resource management (SHRM) (Compton 2009). To achieve SHRM, the strategic plans have to be pro-active and be open to changes in the organization’s external environment such as its competitors and globalization (Ibid). Having a deeper understanding about competencies is critical, as it will allow the organization to focus on achieving organizational goals and responding to the external environment (Lucia & Lepsinger 1999). The Harvard Analytical framework for HRM Figure 1. (Source: Beer et al. 1985) The Harvard analytical framework for HRM in Figure 1 above consists of five main components, which...
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...recruitment process, the selection and development process, the compensation and benefits process, the safety, health, and employee and labor relations will be examined. Every business big or small should have long and short term goals and a strategic plan to achieve those goals in order to increase the market value of that organization. When you speak of HRM, you speak of people, every business has to have people, and having a well-developed HRM department will allow the business to gain their employment, develop their skills, and keep them motivated and happy while working for the organization. Listed below are the major everyday strategic HRM tasks; •planning and alignment •staffing •preparing compensation offers •orchestrating cultural change Let’s begin with HR planning. Strategic HR planning is a very important part of strategic HR management. It combines HR management to the strategic mission or goals of the organization. Finding the right person with the right skills at the right time is a must as well as looking...
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...of this paper is to discuss how managers lead diverse employees in a global environment and what makes this company so unique. Effective management of diversity is not only employing diverse employees, but learning to appreciate, respect and respond to the needs, value, and beliefs of diverse employee and provide a positive work environment. Therefore, we will analyze the general environment and task forces that affect the diversity, as well as the challenges faced by Starbuck managers when managing diverse employees. Besides, the impact of diversity on the company performance will be subject of analysis through a value driven perspective. Lastly, we will identify some of the best practices for effectively managing diversity and propose some recommendations. Introduction One of the greatest challenges for managers today is managing the increase of diversity in the workplace. Diversity is defined as” dissimilarities or differences among people due to age, gender, race, ethically, religion, sexual orientation, education any characteristic that are used to distinguish between people. According to the Thompson (2005), organization who limits the kinds of people they are willing to hire, are limiting also the talent pool from joining the company. Consequently, this discrimination limits the productivity of the organization and predications for growth and survival. The most important thing managers can do to promote better work environment is to treat people fairly and justly...
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...Intelligence in the Indian workplace: a preliminary reliability study. 55 Assessing Emotional Intelligence in the Indian workplace: a preliminary reliability study Diana Rajendran (drajendran@swin.edu.au) Department of Management Swinburne University, PO Box 218, Lilydale, Victoria, 3140, Luke A. Downey: (ldowney@swin.edu.au) Brain Sciences Institute Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Professor Con Stough (cstough@swin.edu.au) Professor in Cognitive Neuroscience, Director, Brain Sciences Institute. Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Abstract The concept of Emotional Intelligence (EI) has recently attracted a great amount of interest from HR practitioners and academics alike. Whilst the majority of research in this area has been conducted in Western countries, recent studies have begun to assess the generalisability and validity of the EI concept in cross-cultural settings. The purpose of this paper was to assess the reliability of the Workplace version of the Swinburne University Emotional Intelligence Test (Workplace SUEIT) in an Indian population. The Workplace SUEIT demonstrated adequate reliability in the sample of 110 participants in India, although the mean scores for the sub-scales were significantly lower than in the Australian normative population. The results are discussed in the context that EI tests need to undergo cross-cultural examination to assess their...
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...Worcestershire Country Council (Question 2) In ensuring a company remains competitive and continues to make prudent executive decisions, it must address the economic challenges it faces. Strategic management encompasses this holistic style of leadership in which the company’s goals and objectives are all integrated into a cohesive entity. This entity can be likened to the market in which the company operates. Many past successful organizations have felt the impact of changes in demands, cultures, tastes, unemployment, competition, customers and so on in plummeting sales revenue. Reason being, they used a cookie cutter approach to solving the problem. The ability to understand, track, prepare and adapt to changing times makes the difference between a company that barely survives and one that is a successful survivor. The strategic management process involves two key components in ensuring a company remains current and competitive in this dynamic environment; strategy formulation and strategy implementation. The former refers to an examination of a company’s mission and goals, internal strengths and weaknesses and external opportunities and threats. This is commonly referred to as SWOT- Strengths, Weaknesses, Opportunities and Threats. After this a strategic review of varying alternatives against the company’s ability to achieve them based on its SWOT is conducted and the most attainable is selected. Strategy implementation looks at allocating resources to support the strategy...
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...performance. • Measure HR effectiveness • HR metrics • HR technology (HRMSs) • HR planning Equal Employment Opportunity Compliance with laws Diversity of multicultural and global workforce Employment equity legislation Staffing Job analysis Job description/job specification Selection process Talent Management and Development Orientation Training Career Planning Performance Management Total Rewards Compensation (pay, incentives, benefits) Variable pay programs Health Safety, Security EAPs (Employee Assistance Programs) Health promotion Workplace Security Employee and Labour Relations Employee rights Policies and Procedures Union/Management relations Every manager in an organization does HR functions. Small company: less than 100 employees - shortages of qualified workers, increasing costs, increased wage pressures, increasing competition Medium sized companies: 100 to 500 employees HR Managers work with Operating Managers Management of Human Capital Physical Financial Intangibile Human Human capital/Intellectual capital: collective value of the capabilities, knowledge, skills, life experiences 60% of total operating costs Core competency: unique capability that creates high value and differentiates an organization from its competition. HR management challenges Globalization of business (global competition) – outsourcing, nearshoring, onshoring Global security/terrorism Technology Changing...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...There is no shortage of evidence of cross cultural friction between businesses. In every, cross border alliance there seeds of potential cultural conflict and misunderstanding (Schneider, 2003). Over the last decades globalisation has led to diversification of workplaces within businesses. Today, international managers cooperate with business partners inheriting different national cultures. National culture can be defined as “historically evolved values, attitudes and meanings that are learned and shared by the members of a community and which influence their [...] way of life” (Tayeb, 2003, p.10). Hence, the crux for every international manager is to understand the differences in the ways employees, suppliers and clients think, feel and act in different business settings (Hofstede, 1997, p.4). International managers, being capable of managing this challenge, possess a set of intercultural competencies, allowing them to turn cultural diversity into a competitive advantage (Browaeys and Price, 2008, p.215). This information pack provides substantial information about Danish and Brazilian business practices. The subsequent analysis is based upon the theories of the Dutch anthropologists Geert Hofstede and Fons Trompenaars. In particular, Hofstede’s “Uncertainty Avoidance” and Trompenaars’ “Ascription vs. Achievement” have been applied. 2. Theoretical Background Hofstede and Trompenaar are proponents of the ‘etic’ approach. They hold that culture is linked to people’s values...
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...available at www.emeraldinsight.com/1755-4217.htm Managing bilingual employees: communication strategies for hospitality managers Mary Dawson, Juan M. Madera and Jack A. Neal C.N. Hilton College, University of Houston, Houston, Texas, USA Abstract Purpose – One out of four foodservice employees speaks a foreign language at home. Furthermore, 37 percent of those employees speak limited English. Given this, hospitality managers must find ways to effectively communicate with their employees. This paper seeks to address these issues. Design/methodology/approach – The methodology employed a perspective-taking manipulation. Participants were placed in the role of an individual that does not speak the native language that is used in the workplace. Groups were measured on performance, quality, and accuracy. Groups were video-taped to measure frequency of non-verbal behaviors. Participants were surveyed to measure their levels of positivity. Findings – The results of this study identified effective non-verbal communication strategies for managers (combination of gestures, demonstrating, and pointing). When the leader used these strategies, the groups were able to complete the recipes faster. Managers who spoke another language expressed a more positive behavior towards the group. The group also expressed more positive behaviors towards each other when they had a second language leader. Research limitations/implications – A limitation is that data were collected from students and the...
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