How telecommunication has shaped the work place Assignment

How telecommunication has shaped the work place - Assignment Example Other pertinent information contained in the white paper could be cited as an authoritative source backed by statistical information and encompasses different organizations on a global sphere. The annual report published by Deloitte presented crucial information regarding three significant drivers of change in the global setting: technology, media and telecommunications. From among the noted predictions under telecommunications include: (1) the preponderance of $100 smartphones; (2) technological devise with near field communications (NFC) capabilities would double in growth; (3) web bypass would predominate emphasizing visual connectivity without the need for Internet access; among others. The information contained herein is relevant in the current research in terms of clearly identifying future trends which have significant impacts in the work setting through its impact on current telecommunications resources used by contemporary global organizations; as well as the need to adapt, adjust, and upgrade, as identified. The authors aimed to determine the impact of smartphones in the health care work settings by initially providing an overview of the development of smartphones. Likewise, the authors expounded on assessing how smartphones were instrumental in transforming the work setting in health institutions through the various applications that were initially offered and which caters to the health care environment. The apparent distraction from tasks were closely examined through a SWOT analysis. The findings revealed some detailed guidelines and best practices to monitor and control the use of smartphones and ensure their beneficial applications within the health care setting. This article is useful in the current study particularly in identifying how a telecommunications application, through the smartphone, has significantly affected and shaped the

City of Atlanta Water Quality Report Essay Example | Topics and Well Written Essays - 500 words

City of Atlanta Water Quality Report - Essay Example Microbial contaminants can come from sewage treatment plants, livestock, and wildlife. Inorganic contaminants are salts and metals and can be naturally occurring in soil and river beds. Organic chemicals can be synthetic and volatile and are by-products of industrial processes and petroleum production (http://www.atlantawatershed.org/pdf/WQR2009.pdf). They can also come from gas stations or septic systems. The EPA has strict guidelines regarding pollutants in water, the food and drug administration provides guidelines for bottled water that is sold to citizens. The main source of the Atlanta water supply is the Chattahoochee River, providing 75 % of the drinking water, processed by two water plants. Total coliform detected in the water supply was 1.4 % in 2009. The detected level of turbidity was 0.4 %, both of these are within acceptable range and likely explained as naturally occurring. Turbidity was found in 100% of samples, probably a result of runoff. Turbidity is the cloudiness of the water or unsettling of sediment. Both copper and lead were well below the threshold of the action level, which is when this contaminant would require some further treatment. Chlorine and fluoride are additives and within their respective proper ranges of detection. Organic contaminants noted were likely the byproduct of drinking water and naturally occurring. Water pollution of unacceptable adulterants do not appear to be a problem with Atlanta and they have consistently been well within limits. The Atlanta regional commission and the Metropolitan North Georgia water planning district both sponsor and collaborate for the ‘Clean Water Campaign’ which focuses on public education and the negative effects of soil runoff and water pollution (http://www.atlantaregional.com/environment/water/clean-water-campaign). It is estimated that over a thousand stream miles are in Atlanta violate state standards.

Development and social enterprise Essay Example | Topics and Well Written Essays - 1000 words

Development and social enterprise - Essay Example Each group member, as expected in a group, has been deeply involved in the presentation in order to achieve the level of success exhibited. This assignment therefore, discusses the group formation process and the roles of the members (mine, particularly) in the presentation with regard to Bion’s theories on the functionality of a group. My central in the group is to ensure that my expertise in children development is adhered among the goals and misiion of the social enterprice. I played a significant part in ensuring that bringining up of the children in sports is in accordance to ethical and physical growth development of children. As a professional I am aware that children have different developmental thus I was able to help the group formulate policies that work in-line with ethical standards. In order to remain sustainable, I had to come up with programs and schedules that guide the organization on how to handle children since children have different modes of care as compared to adults. According to Bions theory, groups should operate in two under two strictly contrasting manner. He called these work group and basic funationing and mentality. As a professional I was able to guide the group on the possible ways of imporving the true feeling of the children towards dances and various activities. Children have different modes of taking cognitive skills thus, with reference to Bion, I was able to develop frameworks that helps in the group in basic functioning. I started showing my interest in leading the group even before its formation owing to the fact that I took the initiative of soliciting the other three members. The member selection process was based on the familiarity and friendship. I chose the bases for the reason that it is easier to deal with friends than strangers in matters such as those involved in a group or teamwork for that matter. The forming stage of our group

Skype Essay Example | Topics and Well Written Essays - 750 words

Skype - Essay Example right blend of a sound business vision and an exclusive access to the relevant technologies will dominate the economies in the times to come (Amor 2008: p.4). Since, in today’s info savvy world, every financial venture has a technological aspect associated with it, therefore the converse is also true. That is, every innovative technology has a commercial value associated with it, the right and timely exploitation of which can work wonders for a business. Skype is one such e-business that is based on the exploitation of the synergies existing between business and technology. Skype was founded by Niklas Zennstrom and Janus Friis in the year 2003 (Skype 2009). The ingenuity of Skype lied in inventing software that enabled its customers to make telephone calls via internet, anywhere in the world by paying a reasonable fee. Besides this, Skype offered additional features as file transfer, instant messaging and video conferencing. Thus Skype represented the long awaited convergence between the regular telephonic technology and the internet, which offered both the features of a regular telephone and the internet assisted communication. The headquarters of Skype are based at Luxembourg, with supporting administrative and software development facilities scattered all across the world. The USP of Skype lies in offering economical voice and video calls by means of voice over internet protocol (VoIP) (Ravindran 2008). Over the time, the accessibility of Skype has been extended to both the landline and cellular phones (Ravindran 2008). According to Chris Lewis, the head of strategy at Skype, right now Skype is vowing reputed hardware manufacturers like Nokia so as to expand the range of platforms from which their services can be accessed (Ravindran 2008). The ultimate cherry over the cake is that at Skype, Skype-to-Skype calls are offered for free (Ravindran 2008). It is not so with other VoIP providers. Thus this prerogative allows the businesses and individuals to save

Management Concepts Temasek Holdings Essay Example for Free

Management Concepts Temasek Holdings Essay 1.0 Introduction Temasek Holdings is a large investment company based in Singapore. It is an active participator in the investment game, holding shares and investments in a broad range of industries all over the world. As with many companies all over the world, Temasek Holdings was affected strongly by the Global Financial Crisis, losing more than 30 per cent of the value of their portfolio (Schmermerhorn, J. Davidson, P. Poole, D. Simon, A. Woods, P Chau, S.L. 2011). Temasek’s CEO Ho Ching has been criticised for the investment losses that occurred during the economic crisis, and must now lead the company through the increased turbulence that has been presented to them. In doing so, a potential issue that Temasek Holdings is currently facing is one of leadership. If correct management processes regarding leadership are not applied, the company could face even worse consequences. To ensure that leadership does not become an issue, Ho Ching must apply effective leadership techniques to Temasek Holdings. This report will investigate various leadership options, determining an adequate approach to leadership that will assist this company in being successful in the future. Two leadership models will be assessed in-depth. It is expected that both will assist the company in continuing in the long-term, however one option will be more suitable and beneficial to Temasek Holdings. 2.0 Literature Themes or Arguments As Temasek’s CEO has recently come under fire for her stability in leadership, it is apparent that a change must be made in the way the company is managed if they are to successfully remain with the same CEO. Leadership is fundamental in regular circumstances, but it is even more essential to the business through periods of instability, making it vitally important to the livelihood of the company to apply appropriate management procedures. It is impossible for a set of specific characteristics to define whether or not someone is a good leader, however some certain personal traits have been identified as being common among successful leaders: drive, self-confidence, creativity, cognitive ability, business knowledge, motivation, flexibility, honesty and integrity. (Schmermerhorn, J. Et al. 2011). Vision and power are also vital to good leadership; however all of these things are not achieved in the same way. Many different behavioural theories have been produced in an attempt to define good leadership styles. A widely used model of management is Fred Fiedler’s contingency model. Fiedler’s theory looks at matching various types of people to various situations, somewhat of an either/or concept. It is based on the fact that someone’s style of leadership is personality-based, thus making it difficult to change. Rather, the Fiedler model suggests putting people of specific leadership styles with situations that match that style, rather than trying to change their personal leadership style, to achieve success (Wang, Victor C X; Berger, Jim 2010, pg. 6). Fiedler classifies people into two leadership styles: relations-orientated and task-orientated. Relations-orientated people are defined as â€Å"a person who is motivated to seek prominence in interpersonal relations, who is concerned with good relations with others, who is considerate in his interaction with group members, and who tends to reduce anxiety and increase the personal adjustment of his co-workers,† (Hill, Walter. 1969, pg. 34) whereas a task-orientated person is characterised to be someone who â€Å"rejects those with whom he cannot work, and obtains need gratification and self-esteem from performance of the task. He is, therefore, concerned with performing the task and he is willing to relegate interpersonal relations to a secondary position† (Hill, Walter. 1969, pg. 35) Exhibit I (Hill, Walter. 1969, pg. 36) above shows how relations-oriented and task-oriented people are determined, through leader-member relationships, leader position power and task structure. It does this by determining how well a person interacts with people (relations) and how dedicated they are to tasks. According to Hill (1969), this model is effective and further tests done corroborate with Fiedler’s findings, making it an accurate model. Hill noted that there are so many variables that sometimes it is difficult to calculate the exact leadership style that is appropriate for someone; however it is useful as it helps to assign leaders to specific tasks and delegate how efficient leadership should be achieved. In regards to Temasek, it should be established what â€Å"type† of leader Ching is, and the company would need to work with that before any leadership goals should be established. Another common model is the Hersey-Blanchard Situational Leadership Theory (SLT). It is widely used in the business sector and was developed by Paul Hersey and Kenneth H. Blanchard. This model is based upon leaders adjusting their styles based on the maturity of their followers, which is indicated by the â€Å"readiness† (how able and willing or confident) of followers (Schmermerhorn, J. Et al. 2011). When maturity (psychologically and performance-wise) is reached, it means a reduction in support and guidance can occur, instilling a positive indication of trust and confidence. A manager must look at employees and evaluate how best to perform a certain task in a certain situation, and when the situation changes, the leadership style previously used may not be as successful in the new situation (Hambleton, Ronald K; Gumpert, Ray. 1982, pg 227). Again, leadership styles are defined as relationship-orientated and task-orientated, however in this model leadership styles are classified into four groups: delegating, participating, selling and telling. This model is beneficial to companies as it has various different types of stages based on top of the classification of relations-orientated and task-orientated leadership (Figure 1). It breaks down the two types further, into the four types above, thus making it easier to classify. Again, however, variables come into play, and it can be seen from various research that the SLT model does have its limitations. Goodson (1989) states that when further studies have been conducted on this model, the main classifier of groups (â€Å"maturity† or competence) makes almost no difference to the leadership style of a person (Goodson, Jane R; McGee, Gail W; Cashman, James F. 1989, pg. 446). Also, Goodson established that in these tests no actual measure of maturity and/or readiness was really possible when conducting research on the SLT model, making it difficult to say for certain whether the model can be effective. Furthermore, Blank (1990) makes further reference to the fact that there is little to no research supporting this model in his studies, saying that both basing the research on the main factor (maturity) as well as more complex methods, little support was found to corroborate with the main theorems of the model (Blank, Warren; Weitzel, John R; Green, Stephen G. 1990, pg. 579). false 3.0 Recommendations In the case of Temasek Holdings, it can be said that adopting a new leadership approach will be entirely beneficial for the company. No information is given as to what current leadership styles are used, but the amount of criticism being received currently illustrates that a change is needed. Of the two leadership theories discussed, it can be said that both have negative and positive points, as with any business directive. Fiedler’s model uses three determining factors: leader-member relationships, leader position power and task structure, to determine how a leadership style will work effectively. This is essentially beneficial to a business as it allows more than one factor to determine a leadership style, giving a more accurate description of what leadership style will fit a situation. This model was also corroborated with research conducted by Hill (1969) who conducted a study that demonstrated that Fiedler’s was almost always effective in the workplace. However, there were limitations in regards to variables. As every person is so different personality-wise there is a large number of variables, not all of which can be categorised. Because of this, some variables may be missed or excluded, but overall the final result does not change, making the model very effective. The second theory, Hersey-Blanchard’s SLT, uses maturity as the basis of calculating how a leadership style will be effective. This could be effective to some extent, however both Goodson (1989) and Blank (1990) argue that just one determining factor is not enough to warrant an effective model. The model is beneficial as it breaks down leadership styles into four obvious categories; the problem is determining which personality fits into these categories. No clear measure of maturity is possible, making it difficult to categorise leadership styles. Goodson (1989) also states that maturity and competence has no real effect on leadership styles. Looking at these results, it can be recommended that for Temasek Holdings to continue operating at a high level, the Fiedler model of contingency should be used as a model for assigning leadership tasks. Giving every leader in a business tasks based on their personality is advantageous as it means instead of the person working with something they are not specifically styled for, they are able to be fit with tasks that suit them. Overall, this will make a significant change both in employee satisfaction (workers are doing jobs that suit their personality style, thus making them more content) as well as production, as the leadership style they are assigned will work well for them. Models by Hill (1969) are further evidence that this model does indeed work, and that it can bring positive effects to Temasek in the future. If Temasek Holdings chooses to operate within this leadership model, criticism for the way the business is run will be lessened. Both in the short and long term this form of leadership will be beneficial to the company, affecting both large positions (for example, the CEO Ho Ching) as well as smaller managers within the company. The research shows that this is the best model for Temasek to use to bring it the most success in the future.

The Dust Bowl Essay Example for Free

The Dust Bowl Essay The dust bowl was a period of severe dust storms that causes damage to prairie lands from 1930 to 1936, some areas until 1940. Whoever thought before this that dust could kill Americans and affect their life’s forever. This historical event will be a moment in time that will be in our memories forever because it is an event to learn from and never forget. The main states that were affected by the dust bowl were Colorado, Kansas, Oklahoma, Texas , and New Mexico. Nebraska, Wyoming, South Dakota, North Dakota, Montana, and some parts of Canada were also affected. These states were affected because there was a lot of farming and in this area and because of the warm climate they acquire very bad droughts. These dust storms were caused by severe drought and poor farming techniques such as no crop rotation. They dug to deep into the ground, which destroyed all of the roots and grass in the ground that holds the soil down. Having too much agriculture, planting, overgrazing, and harsh winters were too much for the land to handle. Farmers also did not use the correct methods for the environment, which caused erosion. For example cotton farmers cleared fields and left them for the winter months. Winds are the highest during this time, so the grasses that should have held the soil in place were not there. This created huge dust clouds because of the dry topsoil being carried in the wind In 1932, 14 dust storms were recorded in the plains. In 1933, there were 38 storms. In 1934, around 100 million acres of farm land had lost almost all of the top soil because of the wind. The dust storms caused dirt to get into houses no matter how hard the family tried to prevent it from happening Dirt also got into automobile engines and caused problems and even prevented them from operating. People wore masks to prevent the dust from getting into their lungs, but yet hospitals reported hundreds of patients sick with dust pneumonia Often these dust storms would come so suddenly that farmers would get trapped out in their fields and would suffocate The dust storms were so bad that people could not continue living there any longer. Many families packed their belongings and left there homes. Victims of the dust bowl migrated to California and other places on the west coast. They tried to go wherever they could in search of jobs. Many of them did not find jobs because of the depression. Often families lived in tar-paper hacks with no floor or plumbing. By 1940, 2. 5 million people moved from the dust bowl states. Government programs were set up to help the farmers and their families Programs were developed for soil conservation, and new methods and techniques were taught. The government also gave the farmer money and seeds to help them start over. The farmers were told to plant trees and grass to anchor the soil so that the same problems would continue no longer.

Argos Diesel Europe

Argos Diesel Europe The Case of the Floundering Expatriate 1a. Analysis of the case situation (what and why) 1b. Specific Cross Cultural Issues Argos Diesel Europe is experiencing cross-cultural challenges among various divisions of the company (Argos Diesel Europe, its European suppliers, local company employees and the new member an American expatriate). The company places high priority on achieving results, and it is conscious that in order to achieve their financial targets they must become an integrated team. However, the teams cultural diversity and lack of understanding for each others differences, demonstrates an intense friction and cohesiveness among members. Depending on the group members nationalities, each one has a different degree of expectation, motivation, participation and commitment. The main factors affecting the company from becoming an efficient cross cultural integrated team include: Lack of Open Communication among each other: ‘I tell you, Frank, theyre just going to have to join the rest of us in the postindustrial age, learn to do things the Argos way. * No direct confrontation to discuss the real issues and what can be done to improve problems (ex: Donaldson lack of cultural awareness and the effect on the company, group perception of him) (back talk) * Between Frank Waterhouse and Bert Donaldson (lack of communication as to what is expected from Bert, how he can better adjust to the culture, ways of solving friction between Bert and the team) * Between Frank Waterhouse and Bill Loan lack of understanding about each others necessities and overall company performance. Bill does not want to be bothered in solving the particular issues that the Zà ¼rich office is having. * Between Bert Donaldson and his department team * Between Bert Donaldson and the companys suppliers (as he delivered his speech, everyone in the audience was already familiar with his team-building plan) * Donaldson and Frau Schweri (manager) if proper communication was established at the beginning Frau Schweri could have assisted in setting up the meetings and familiarize Donaldson with the social/organisational etiquette * Arrival of trainers in Zà ¼rich Two year contract being offered to the trainers, â€Å"after Frau Schweri adviced him not to† 2. Lack of team collaboration * Lack of having an ‘open mind work approach * Individual vs collective attitude Examples: Franks self-centered attitude toward his own career plans in the US versus an overall attempt to ensure everyone in the team properly adjusts to changes in culture to ensure quality performance. Frank being one of the drivers for the European team program Emphasis should be on overall team performance and collaboration * Lack of response from managers to Donaldson multiple choice survey. ‘ * Group culture (not 1 way of doing things is better than another) everyone should cooperate and find a middle ground * Lack of synergy (no pattern of interaction that involves everyone) (Berger, 165, ch 165) * No formal support to Bert to ensure he becomes aware of the organization culture in Zà ¼rich / no support to Berts family (external and internal pressures) He is unintentionally offending colleagues No one confronts about the real problems (Waterhouse or Bert) * Team exclusion Bert is not part of Franks â€Å"inner circle† * Relationship conflict â€Å"interpersonal incompatibilities, including tension, animosity, and annoyance† (Chuang et al. 28) Between Bert and the European managers Between Bert and Jacob Hassler, VP of HR at Schwyz Turbines I told him I was interested in his ideas, so he pushed his chair back and said , ‘Please let me know what you expect. I reminded him that were on the same team, have only two more years for major change, gave him a week to get back to me with a few ideas, and you know what he said? He said, ‘Ja,ja. (Adler, p. 29) Between Bert an Ursula Lindt (regarding Berts reference to Bettina Schweri as a ‘secretary†, instead of referring to her with her appropriate title * All of them are back talking negatively about each other 3. Lack of understanding for cultural differences / cultural awareness * Lack of tolerance for individual differences (when things do not go as expected, European managers and administrative team I in Zà ¼rich becomes frustrated and complaint. Instead, they should be upfront and finding a solution/means to tell Bert what is expected of him, instead of seeing him fail. After all, the importance is to learn to overcome each others differences to ensure the company succeeds. * Stereotypes: ‘the American, ‘the Germans vs ‘the Portuguese * Difference in perception of time (punctuality, meeting duration, the ‘right time to be part of an international assignment) * Use of titles and names * Ways of addressing others (secretary versus manager) * Dress code (American trainers wearing Mickey Mouse sweaters) * Understanding of hierarchical organisations * Team involvement / management styles â€Å"management by walking† managers unresponsiveness to Donaldsons multiple-choice survey * Use of humor * Presentation style and amount of information covered (â€Å"bombardment of information†, not providing â€Å"enough background information†) * Networking (allow breaks in between presentations to allow people to interact) 4. Staff morale * Networking and socializing is a central part of Argos Zà ¼rich office culture * Differences in culture, work habits, and management styles are affecting the staff morale in the office 5. Culturally different leadership/working styles (Berger 162, cha 11) * â€Å"Management by walking† (Berts attempt to involve the entire department to obtain â€Å"ideas, plans, or solutions†) * Working habits (ex: working during lunch time and until midnight) * Presentation style, material covered, and duration (meetings running too short, or not allowing for enough breaks to network)  · Decision making (individual vs collective) 6. Difference in the levels of fluency of the common language * Everyone in the office, except from Bert is fluent in Swiss German * Berts lack of attempt to speak Swiss German is viewed negatively by the team As a leader it is expected to have basic command of the language Cross cultural issues and managerial issues The Case of the Floundering Expatriate Meeting 2 Thursday, October 22, 2009 2a. Action plan which Bert could present to his team on ways forward to address some of these issues Given that one of the main cultural issues faced by Bert and his team is lack of communication, before any of the following actions are implemented, Bert needs to establish a group meeting between key members (Frank, Frank Schweri, main suppliers). The meeting, which will be lead by an external facilitator, will allow everyone to share their concerns, open communication channels, relieve frustrations, share their opinions, and reach a consensus regarding the actions that everyone needs to take. Thus, allowing the team to improve their work relationship, morale, and work atmosphere. More importantly, during this first meeting, the group will complete and discuss Belbins team roles self-assessment. Subsequent to this meeting, Bert will also suggest weekly staff briefs to discuss current issues, in an open manner. In addition, he will present the following set of seminars and training sessions to address the teams main cultural issues. These sessions will be placed on a year trial period (which correlates with Berts evaluation period). 1. Intercultural communication seminar This seminar will allow the group to acquire the skills and techniques needed for a successful communication process by: * Establishing open/direct lines of communication * Learning how to communicate effectively with a culturally diverse workforce * Recognizing the importance of active listening * Learning the significance of verbal and non-verbal communication (tone of voice, proxemics, body position and gestures, facial expression, and eye contact) (Thomas 2008). 2. Cross-cultural/diversity awareness training (Thomas 2008) This training session will allow the team to improve interpersonal interaction among each other by: * Raising ‘level of awareness and sensitivity to diversity issues (Francesco et al. 2005). How to manage diversity (short and long term focus) Usefulness of cultural values differences among different ethnic groups Establishing ‘cultural advisory groups (Francesco et al. 2005). * Learning how to interact with different cultures Create awareness of diverse cultural and individual working, communication, behavioral, and presentation styles * Learning to ‘manage diversity effectively to ‘develop a competitive advantage (Francesco et al. 2005). * Learning about social customs, business etiquette and protocols in different countries (ex: Switzerland, United States, Great Britain) 3. Improving staff moral seminar ‘we all matter This session will allow Berts team to: * Establish ways of improving motivation and overall teams engagement * Learn the correlation between motivation and productivity * Creating a dynamic, positive and friendly workplace environment  · Establishing ‘values which play importance on satisfaction, morale, and loyalty (Berger, 1996, p. 22) 4. Interactive events encouraging diversity and team spirit To encourage interaction among team members, improve communication, cultural differences understanding, staff morale, and overall dynamics of the team and the environment they operate under, the following events could be suggested to take place:  · Friday staff breakfast meetings These sessions will allow all team members to obtain updates and have clear visibility of everyones activities, project, and companys current status These meetings will encourage open communication changes, team building exercises, and staff moral improvement  · Quarterly team challenge events (including: city challenges, bowling, boat trips, etc) These events will allow team members to interact in a non-working environment Positive moral, interaction, communication, and team synergy will be the main emphasis * Informal family-staff picnics 5. Conflict resolution seminar (Thomas 2008) Through role play, group discussions, and the use of case studies, the group will be able to:  · Learn the ‘background to conflict and the contribution they can make to either calming or escalating a confrontation (The conflict 2009) * Learn various approaches to dealing with different cultures and difficult colleagues * Learn how to structure and control a conversation (The conflict 2009) * Learn how to manage unpredictability (The conflict 2009) * Learn how to make concessions and reach agreements (Thomas 2008) * Learn how to employ the use of assertive communication 6. Constant feedback and evaluation of progress and training/seminar sessions (will create interactive synergy) While all of the above training and seminar sessions are imperative in dealing with individual cultural issues and group differences, as a continuous and recurring activity, the group must have established feedback and evaluation procedures. The feedback/evaluation process will allow the group to: * ‘Review the learning within the team learn from mistakes and share success (Berger 1996, p.175) * Evaluate the set goals, progress, areas requiring further intervention, and the overall effectiveness of the training and seminar sessions * Provide individual and group feedback to ensure everyone obtains an equal and fair opportunity to develop with the group and contribute to solve their cross-cultural issues. While the above training sessions and seminars will be suggested by Bert, careful consideration must be given to the implementation, cost, frequency, time constraints, evaluation and overall benefit of such sessions. Nevertheless, if implemented effectively, this action plan will ‘create a set of rules for the team, and help them develop ‘a shared team vision (Francesco et al., 2005, p.205). These activities will allow the team to discover ways of embracing their diversity, and use it as a ‘sustainable competitive advantage that will ultimately lead to superior performance and effective working relations (Von Berger et al., 2005, p. 2). The Case of the Floundering Expatriate Meeting 3 Monday, October 26, 2009 3. Action plan for Bert on the steps he needs to take in his own cross-international development to ensure he interacts effectively in this and future interactive work groups. In order for Bert to develop as an effective international leader, he needs to consider his current condition and future prospects. Given that he was not provided with any cultural training prior to his move to Switzerland, and due to the current turmoil, misunderstanding, and demands of his current role, the most effective and less time constraining activities during the present time will be the following. (These activities will be given a trial period of six months followed by an evaluation). 1. Cultural awareness training * This training will allow Bert to learn ‘major aspects of the host country culture, including customs, traditions, everyday behaviors (Francesco et al., 19998) * By developing his cultural awareness, Berts way of thinking will expand, and global mindset will broaden Bert will build up an understanding on how to create an environment of equal opportunities, while being flexible and sensitive to others differences He will be more receptive in learning about the needs and wants of others, while sharing openly common goals and values 2. Become involved in coaching and feedback sessions Bert should discuss with Frank the possibility of obtaining an internal coach (possibly Frank himself). The goal for Frank, Bert, and the entire company is to reach successful results. Hence, it s to the advantage of Bert and Frank that bonds are established so that they can discuss openly their feelings, expectations, and more importantly a change of action. During these coaching sessions Bert can: * Access his complete a free online ‘Cultural Orientation Framework (COF) (www.philrosinski.com) in order to identify his ‘existing orientations and to examine other alternatives (Rosinski et al., 2008, p. 258). The COF can be used with his coach to: evaluate cultures, find out new ways to create solutions, ‘envision a desired culture, and learn to use diversity as a source of action and cooperation (Gilbert et al., 2008, p. 88). * Use the GROW Model of Coaching to: Set up SMART (specific, measurable, achievable, relevant, time-bound) goals for the short and long term Obtain a reality check to analyse his current situation Explore his options and alternative courses of action ‘Wrap-up, decide what he needs to do, his will to do, and by when (Gilbert, 2009, p.8) * Use the ‘Global Coaching Process to access his ‘desires, strengths, weaknesses, present situation and preferences in an attempt to evaluate the expectations of his group members (Rosinski et al. 270) 3. Interaction with team members A key to a leaders success is having the correct networking ability to connect and interact with others. Hence, while long working days, ineffective communication, and lack of cooperation has been present in his team. As a director, Bert should try be more charismatic, share a few lunch breaks with his team, or even try to interact outside of work. This will allow him the possibility to see his colleagues and team members in a richer cultural and analytical context. In future assignments it is crucial that Bert is culturally better prepared prior to actually relocating to a new country. In order to do this, Bert should suggest to the company that not only him, but all individuals and their families who will be embarking on an international assignment undergo the following programme: 1. Country Briefings 2. Reading assignments Focusing on the culture of the specific country or region How to interact and do business with different cultures Provide access to similar electronic sources to accompanying family members 3. Informal chats with employees who have acquired experience in a particular country 4. Basic language courses to employees and their families Twice a week for a minimum period of 5 weeks 5. In country training an development New expatriates should be assigned a mentor/coach with the particular country relevant experience. The coach/ mentor will not only assist the expatriate in his development and acculturation to the new corporate environment. He/she will also assist the expatriate and his/her family to get accustomed to the new country, help them find schools, jobs for their partners, etc. 6. Repatriation Within a month of Once return to their home country, after completing their international assignment, expatriates should be required to review their Personal Development Plans, success/failure of their assignment, and lessons learnt with their provided HR business partner and coach/mentor. (Eangle, p. 294) Berts current situation demonstrates to the company, that the culture of the organization must be adjusted in order to foster successful cross-cultural assignments where It needs to promulgate coaching, mentoring, and adapt to potential new ideas and ways of doing for their employees and their families prior to departure. While cost and resources might prove to be a challenge for the company, the overall success of expatriate assignments, lie on the success of the cultural awareness pre-departure programme. â€Å" An effective international manager needs to develop skills for understanding an managing diversity. Since different cultures have various approaches to diversity, it is important to understand these approaches and the potential impact they could have on the manager† (Francesco et al., 2005, pp 209). Working Together and Cross Cultural Issues Culture is central to what we see, how we make sense of what we see, and how we express ourselves, and there are various varieties that lie within. For example, Different Communication Styles where as a group we had diverse ways of doing that varied widely between us. One aspect of communication style is language usage. Across cultures, some words and phrases are used in different ways. For example, even in countries that share the English language, the meaning of yes varies from maybe, Ill consider it to definitely so, with many shades in between. Therefore we found that it took some time to agree with each other about certain points but always came to a conclusion or harmony in the end. Secondly we had different approaches to Completing Tasks From culture to culture; there are different ways that people move toward completing roles or projects. Some reasons include different access to resources; different judgments of the rewards associated with task completion, different notions of time, and varied ideas about how relationship-building and task-oriented work should go together, but found that everyone worked well together to find appropriate data that was relevant to the actual task and respected asked criteria. Finally we had a complete group where everyone had a particular role to complete, and worked well within the context to find an applicable solution to the case for answering adequately. References 1 Berger, M. (1996) Cross-Cultural Team Building: guidelines for more effective communication and negotiation. London, McGraw-Hill, Chapter 2, 11, pp. 22, 175. Francesco, A.M. and Gold, B.A. (2005) International Organizational Behavior, Upper Saddler River, NJ: Pearson Education Inc., Chapter 10, pp. 204-206. The Conflict Training Company (2009) Conflict Management Training. The Conflict Training Company Ltd [Online]. Retrieved from: http://www.conflict-training.co.uk/conflict_management_training.php?gclid=CPiegujYw50CFUtp4wodBnx8sQ [Accessed 17 October 2009]. Thomas, D.C. (2008) Cross-Cultural Management Essential Concepts, 2nd Edition, Los Angeles: SAGE Publications Ltd, pp: 131-137, 187. Von Bergen C.W., Parnell J.A. (2005) ‘Workforce Diversity and Organisational Performance, Equal Opportunities International, Vol.24, No 3/4, p. 2. References 2 Francesco, A.M. and Gold, B.A. (1998) International Organizational Behavior, Upper Saddler River, NJ: Pearson Education Inc., p. 175. Gilbert, K. and Rosinski, P (2008) ‘Accessing cultural orientations: the online Cultural Orientations Framework Assessment as a tool for coaching. Coaching: An International Journal of Theory, Research and Practice. Vol. 1, No. 1, March 2008, p. 88 Gilbert, K. (2009) ‘Week 4: Coaching and Mentoring Across Cultures. International Management Competencies. Slides 8, 9. Rosinski, P. and Abbott, G (2006) Evidence Based Coaching Handbook; Putting best practices to work for your clients. MyLibrary [Online]. Available at: http://opac.brookes.ac.uk/www-bin/ejnls?CN=S0016895OX (Accessed: 23 October 2009).