Sunday, January 31, 2010
Kara Godwin discusses and brings up the idea that the need for U.S. schools, especially private colleges such as Dominican University, need to incorporate cultural understanding when providing assistance to international students and instructors. There is not enough aid that is placed in these exchange programs such as study abroad. This is causing international students and teachers to be faced with the idea of culture shock. Her article also notes that U.S. institutions continue to ignore the impact of cultural differences on teaching and learning despite the increase in enrollment of foreign students. It cites that most international students are not comfortable with the more interactive and informal style of U.S. education. If we were to try to avoid this idea of cultural shock then our program such as study abroad would be more successful and our international students and teachers would be satisfied with our style of education. They wouldn’t feel as disoriented or perhaps frightened.
Source: GODWIN, KARA A. "Academic Culture Shock." New England Journal of Higher Education 23.5 (2009): 30. Academic Search Complete. EBSCO. Web. 1 Feb. 2010.
An example of a company that fulfills a sustainable environment would be TOMS Shoes. The company believes in "one for one," which means for every shoe bought, another pair is given to a child in need. The shoe uses little leather compared to other sneakers like Nike and Adidas. Also, the company isn't just for profit; helping out children in developing companies is one of their main missions and reasons TOMS created their company. TOMS Shoes is partnered with non- profit organizations as well for example Friends with TOMS.
Many companies would not give free items for every product purchased, and by doing so, TOMS is set apart from all types of apparel retailers. Because of TOMS belief towards donating, his company is built from that and has sprouted. It is very risky in doing what TOMS Shoes does for profitable reasons, but it is very important to give back to the community especially when many consumers have purchasing power.
On the other hand, we should be worrying about the profit we make as well as helping our community and our planet. In his article Marc Gunther focuses on consumer electronics retailer Best Buy and how the company has come to endorse corporate responsibility and recycling (Gunther 96). He explains how Brian Dunn, chief executive officer of the firm, discusses the implementation of a huge recycling program and his belief that sustainability is both a rising social value and a business opportunity. The company’s benefits focus on service which is a new way to get customers into stores, and a reputation of being green. Best Buy is an example of a company that is using the value sustainability in order to increase their profits.
Source: Gunther, Marc. "Best Buy Wants Your Junk." Fortune 160.11 (2009): 96-100. Academic Search Complete. EBSCO. Web. 1 Feb. 2010.
In our last class, we were asked to look at an image of a soldier and come up with our own interpretation of this person’s stance. Every student came up with an explanation, which was for the most part influenced by his or her external influences such as their personal experiences. Breznican Anthony speaks in USA Today about a young couple that decided to marry, against their parents consent. The parents do not approve of each other because both bride and groom are people of color and have different hues. Their prejudiced fathers, though, cannot see past the differences in their cultures; each one does not want their child to succumb to the other person’s religion practices and way of life. As a result, we have to learn to adapt to others ideas, and culture in order to well among each other. Lia makes a good point when she mentions, “No culture is better than another, just different” and we have to learn to understand that.
Source: Anthony, Breznican. "Race and family head to the altar." USA Today n.d.: Academic Search Complete. EBSCO. Web. 31 Jan. 2010.
In our ongoing quest towards globalization, it is appropriate to understand what works for everyone on a larger scale so that we can work together accordingly.
In the article, "Globalization is What We Make of It: Contemporary Globalization Theory and the Future Construction of Global Interconnection," Brown focuses on trying to provide a new answer to whether or not globalization is good or bad. Through series of examples regarding the past, Brown mentions that it has not worked in the past because people were trying too hard to highlight one single trend or example to live by. He suggests that we move away from that singular thinking and adopt a more pluralistic thinking of life and acceptance.
Though we may agree on a certain type of leadership quality, it does not necessarily mean that we would agree on a single leader who quote on quote " is charismatic or inspirational." Having that one leader could just lead us back to a dictatorship. When you think about it, globalization is more than just leadership or management skills. It is about an interconnectedness between mankind; globalization is what we make of it (Brown).
Source: Brown, Garrett Wallace. "Globalization is What We Make of It: Contemporary Globalization Theory and the Future Construction of Global Interconnection." Political Studies Review 6.1 (2008): 42-53. Academic Search Complete. EBSCO. Web. 1 Feb. 2010.
Organizational behavior is important to understand when working in any type of business environment. The decisions made by an employee have an affect on their co-workers, customers, and the business in general. When deciding what to do the employee must focus on the most ethical choice while abiding by the guidelines given by the company. Technology provides endless opportunities to put your decision making skills to use. For example many more cooperate employees are working from home because it is much cheaper for the company and the availability of easy, fast access to the same online networks. This creates the opportunities to take long breaks, record false hours, web surf and online shop. Cooperate companies track every decision made by the employee through telephone, computer, and video monitoring to prevent these leisure activities. There is an ethical conflict on both sides of the matter which brings up the question what is too much? Many other obstacles are to be faced with the introduction of new technologies and a large focus of organizational behavior lies on the decision making process.
This approach to running a business surprised me. For as long as I can remember, the media and marketers have taught us to believe that the "customer is always right." It never occurred to me to think outside the box and dig deeper for a more permanent solution to keep the customers happy.
In the article, "Southwest Airlines: Lessons in Loyalty," D'Aurizio focuses on the uniqueness that separates the airline company from its competitors. A key piece to their success is te company's former Chairman, Herb Kelleher, who built a culture based on the old saying, "Take care of your staff, and they will take care of the patients" (D'Aurizio). Kelleher created a culture that could be adopted by future leaders of the airline. Today, Southwest Airline proudly boasts that it has had the fewest customer complaints in 18 years in a row, 31 consecutive profitable years, and an average of less than 10% employee turnover rate (D'Aurizio). To make a lasting difference, you have to change the structure to change the behavior.
Source: D'Aurizio, Patricia. "Southwest Airlines: Lessons in Loyalty." Nursing Economic$ Nov. 2008: 389+. Academic Search Complete. EBSCO. Web. 1 Feb. 2010.
In the article, “Understanding Cultural Differences in Business” by Susan Brown, she explores the reasons to “how differences in culture affect business communication and conduct.” When people get involved in international business, they must indulge themselves in the cultural differences. The article touches on some of the terms in the chapter that they suggest to follow if you get involved in international business. People must identify if the culture is monochromic v.s polychromic, explicit vs. implicit, individualism vs. collectivism, and masculinity vs. femininity. Also, they must look at power distance and uncertainty avoidance. This article grabbed my attention and stresses the importance to learn and adapt to culture in order to not fail. Having a well-rounded understanding of cultural differences will allow you to grow as a business person and have the ability to be sensitive towards them.
Brown, Susan. "Understanding Cultural Differences in Business: How Differences in Culture Affect Business Communication and Conduct." Globalization. Web. 28 Jan. 2010.
In the article, “Toward a Theory of Organizational Socialization” it stresses the importance of this concept in the workplace. John Van Maanen and Edgar H. Schein believe that organizational socialization is a phrase used to describe the process that an individual is taught and learns “the ropes” of a particular organizational role or job. The book and the article state that this process could be relatively quick, self-guided, trial-and-error process to a more elaborate one requiring a lengthy preparation period of education and training. This article is interesting because they say that, “if one takes seriously the notion that learning itself is a continuous and life-long process, the entire organizational career of an individual can be characterized as a socialization process.” Another aspect that was important from the article is that they said that socialization involves learning on a cultural level that is brought to the commonplace and unusual matters going on the work place. I think that the information from the chapter and in the article stresses the importance of becoming socialized in the place you work at. From being socialized, an individual will have behavioral and affective outcomes in the workplace.
Toward a Theory of Organizational Socialization 1 (1978). IDEAS. Massachusetts Institute of Technology. Web. 28 Jan. 2010.
The reason that Google is so successful in today's day and age is because they have a very different viewpoint on their employees compared to the conventional company. They take risks and invest heavily into their own, and it pays off. According to the article by BusinessWeek, Google provides employees with free food (11 gourmet cafeterias), massages, laundry services, $5000 credit towards a purchase of a hybrid car and even heated toilets. The list goes on, but my envy stops me from listing every single benefit. Now, you might ask how all these unnecessary benefits help drive the company towards profit. The answer is because Google thinks all these expenses are worth it if it makes their employees happy in the long run; the money also never breaks out of the administrative costs which helps.
Google created a very successful organizational culture in both theory and practice. Employees are the foundation and building blocks of a company and Google acknowledges this.
Google's Culture is Truly Unique. Business Week, Oct. & nov. 2008. Web. 31 Jan. 2010.
One of the most interesting information I found from Chapter 3 was the idea of mentoring. Mentoring is the process of forming and maintaining developmental relationships between a mentor and a junior person. For me, the one factor about mentoring that I always wondered about was the dynamics between the mentor and the mentee. How did they make a relationship that could actually benefit one another?
For one thing, I learned that mentoring was a great way for companies to build trust between its workers. One article from Inc. Magazine even talked about how a mentor can benefit a worker and how to make that relationship work. “They had us think in ways we had never thought before, about the big questions, such as how big do you want to be?” He also said, “The trust factor is all-important. Our mentors showed us from the start that they wanted to make a commitment to our business.” (Macht) When the mentors were asked, on the other hand, their replies matched with what the mentees said. They also emphasized the idea of being open to new situations and the fact that having a good relationship with their mentees has helped them work harder. (Macht)
The one thing that I have learned from all this is the importance of give and take. When I thought of the word mentoring, I thought of the mentees just depending on the mentors for everything. After reading that article, though, I realized that a mentor-mentee relationship is more that just dependence, but a partnership.
One thing that I truly found interesting in Chapter 4 was the idea of the Globe Project. From a standpoint of a person who is very interested in the distinctions between the different of cultures of other countries, I really wanted to find out more about it. The aim of this project was to define the term “leadership” worldwide. It was said that the objective of the project was “To determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies.” (Grovewell) Also, the definition given of the word leadership was "...the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members". (Grovewell)
The Globe project studied 62 different countries across the world. From these 62 countries, a CLT was formed. CLT, also known as “Culturally Endorsed Leadership Theory Dimensions”, was represented “the ultimate result of the team’s statistical grouping of leadership attributes into common dimensions.” (Grovewell) These six included: Charismatic/value based, team oriented, participative, humane oriented, self-protective, and autonomous. The results that came up were fascinating. There were some that really made me think about how businesses function in those specific regions. It also made me think about the different interactions between people living in those countries. Here are some interesting results that I found:
Team oriented: “At the level of the 10 societal clusters, the Latin America cluster most positively associated the team oriented CLT with outstanding leadership.” (Grovewell)
Self protective: “Incidentally, the Middle East cluster also rated the self-protective CLT in an almost neutral manner. Nordic Europe, with a mean of 2.72, associated this CLT with the inhibition of good leadership.” (Grovewell)
Grovewell, C. Grove. Dare to Be WorldWise: Overviews of the GLOBE Research Project Worldwide. 2007. 30 January 2010
Macht, Joshua D. Inc. . 2 June 2001. 30 January 2010
After we proposed our idea to the class, the students were able to tell us if they thought our criteria was fair or if there was some kind of alteration to it that they would suggest. When all comments were heard, the policy was voted on by thumbs up/middle/down. Although some students may not have necessarily loved the policy we came up with, they were not so opposed to it that they refuted it. I think that taught an important lesson in the class, as well. Even though you may not wholly agree with a decision being made, it is important to form a consensus in the group. That is, being able to let it pass without trying to stop it. I was glad to see that even though we did not receive all thumbs up, we reached consensus and nobody tried to stop the policy from going through. Consensus is a bit of a sacrifice being made, but if it is for the good of the group/company, I think people are often much more accepting of it than they would be if they felt like they were personally losing something.
This is a really important lesson to use in the real world/work environment. Although it may sometimes seem better or prefferred to work alone, it is so much more effecient to have many minds thinking of a solution to the problem rather than just one. People's different perspectives and backgrounds can influence the way that they think or make decisions, and this plays a big role in the way that a team functions or solves problems. Overall, I would say I feel mor ecomfortable working alone, just because I can be very shy at time, but I know that I cannot always get the job done in the best way when working alone. This is why I am able to force myself to be more social or acitve in groups, because I know that it is for the benefit of the cause.
Saturday, January 30, 2010
Leeds, Christopher. Effective Communicatioj through Presentations. Acton, MA: Copely Custom Textbooks, 2008.
According to the article by Hahn (2007), when a worker is completely socialized into the company, then they will be committed to the company. However, he doesn’t take into account that a worker could change their mind if a company changes their organization in a way that affects the worker negatively. Hahn states that if a worker responds positively, they receive more socialization from the company, but if they respond negatively, they are either eliminated or given less attention. The author also adds that the notion of continuous learning means that our whole careers could be characterized by socialization. This statement interested me because it made me realize that socialization not only applies to careers, but it also applies to life. Whether it’s about our careers or finding the right college, socialization is a big part of our lives.
Hahn, Martin. "Organizational Socialization." ArticlesGratuits.com (2007).
In chapter three, I was impressed by the figure on page 73 of the competing values framework. To put is simply, this simple four-part framework shows there different kinds of organizational culture within a group of competing values. The four "categories" of competing values break down into:
Clans- "A culture that has an internal focus and values flexibility rather than stability and control"
Adhocracy- "A culture that has an external focus and values flexibility"
Market culture- "A culture that has a strong external focus and values stability and control"
Hierarcy- "A culture that has an internal focus and values stability and control over flexibility"
By utilizing this information, decision-makers can, in effect, set up the organizational culture of their choosing depending on what their organizational VALUES are. If they would prefer to be rigid and focus internally, then a hierarchy is the smart move for those values.
Chapter 4 brings me back to my days in international marketing. I can see it like it was just last semester (it was), and a lot of this information is a simple recap of what I learned in that class. We learned about high-context cultures, where context-sensitive language situational cues dominate interaction (many Asian countries), and low-context cultures, where written and spoken words have shared and common meanings (lazy countries like America). There are so many cultural differences that affect how business is conducted all over the world. For instance, in the Middle East, it's not only common, but considered good practice, to bribe officials to get your concerns handled faster. Unfortunately for us, U.S. law prohibits any employee of a U.S. based company to engage in bribery anywhere on the planet (regardless of which side of the bribing you're on). In the 1990's, the Iraqi Oil For Food program (which mandated that some of Iraq's oil revenues be deposited into UN accounts in order to purchase approved humanitarian goods) was the center of an enormous bribery scandal, when it was discovered in 2004 that 2,000 companies and about 40 countries had paid nearly $1.8 billion in illegal bribes to Saddam Hussein. While I don't want to play the devil's advocate here, and I never supported Mr. Hussein or his totalitarian regime, I do get the impression that, to him, he was simply conducting business.
People here would probably say that those Middle Eastern officials are corrupt despots who want nothing but money; but, in those Middle Eastern countries, it's simply the way business is done, and to them we're all a bunch of prudes for being up in arms about bribery. Cultures do business in very different ways. Differences abound, from gender equality to the spread of power. No one country does business "right." We all just have our own way.
But I found the metaphor (as described in the book) to be very true. Minorities and women do face a certain prejudice in the workforce. Regardless of one's views on the politics of such matters, I consider myself part of a logical breed of people who have this crazy world view that everyone should have an equal opportunity... something about "all men created equal..." must be the ravings of a bunch of lunatics (or, as they are actually called... THE FRAMERS!)
Prejudice isn't dead. It's obvious that women and minorities face an uphill climb toward a semblance of equality, and we need more forward-thinking managers and executives who are willing to take these groups out of positions of limited upward-mobility. It pays to promote good talent wherever it is. It doesn't matter if the person up for promotion is a woman, Portuguese, mentally challenged, homosexual, or whatever the hot-topic "don't promote" criteria is these days. It makes good business sense to promote those with good ideas, and reward those who work hard. We pride ourselves on being a progressive society, but with prejudicial issues still at the forefront of the business landscape, I think we have a long way to go before we earn that moniker.
I remember in elementary school we has a student move to California from Taiwan, one day on the black top another student was talking to the foreigner but was invading his personal space. The boy became extremely frustrated and offended and wanted to fight. Later that day our teacher explained that in his culture, it is rude to get into someone’s face and invade their space. It’s not that either of the boys were behaving in an ill mannered way, it’s just that they were not mature enough to deal with the culture clash. In the corporate world, the two would have been expected to handle the situation with a respectful discussion.
Ohio State University did some research on diversity in the work place and found several interesting facts. The main point that they made was to look at diversity as a positive asset to your work team. Every culture might have a characteristic which one may view as odd, yet on the other hand every person has strong points. Celebrate the diversity in the work place and combine everyone strengths in order to increase productivity
“Working With Diverse Cultures”. Smith/Miller.
After reading chapter three, there was one section which caught my eye because it is a topic which I could personally relate to. The thee-phase model of organizational socialization is experienced by every new employee in the work force. Researcher Daniel Feldman has proposed a model with three phases which shows deeper behavior behind organizational socialization. The three phases include “anticipatory socialization”, “encounter”, and “change and acquisition”. The anticipatory socialization stage occurred before an employee even enters his or her office, it is the learning which occurs prior to joining the organization. An employee’s attitude towards the new work environment can be swayed before they start working by a number of things. Outsider’s opinions of the company, the recruitment process, employee reviews of life at work; all these can inform an employee about the company even before his or her first day.
The second phase, “the encounter phase” occurs on the first day on the job. This is when the new employee learns what the new company’s organization is like. Many firms have “onboarding” programs, which help new employees adjust and adapt to their new environment.
“Change and acquisition” is the third and final stage of the three phase model of organizational socialization. This occurs when the new employee masters their new skill and accepts his or her new role. Many companies offer incentives to new employees to reinforce new expected behavior.
I did some additional research on adapting to a new work environment and learned that the key is to be honest and ask questions. You are expected to have no idea what is going on in a new job, that’s why it’s new. New employees are encouraged to be proactive learners and to come in with an open mind ready to absorb new information.
“Understanding and Adapting to New Organizational Culture” by Anita Attridge . 2008
Monday, January 25, 2010
2 of the book was about the glass ceiling that women has to face in
the workplace. As a woman who will soon be getting ready to graduate
and go into the workforce, this particular part of the reading led me
to do more research about this topic.
According to an article by Nancy Lockwood in June 2004, there were two
reasons that explained the lack of advancement of women in the
workforce. The first one was lack of networking. It was true that
women have a different web of connections than men. Therefore, women
lacked the networking that men had with each other—something that
could be really vital when it came to tips, experiences, and
suggestions regarding business. The second reason was the fact that
most women were considered the primary caregivers of the family. This
meant having to juggle children, chores at home, family, and work.
Unfortunately, there were not many companies that helped women who had
additional priorities, such as perhaps building a company day care for
any working mothers or a better insurance for the woman and her
Aside from this article, I also went and did some research some
statistics from the past years regarding women and the workforce. Some
interesting statistics were:
-Fortune 500 executive officer positions held by women in 2009: 13.5%,
or 697 out of 5,161.
-Fortune 500 corporate board seats held by women in 2009: 15.2%, the
same as in 2008, and just slightly higher than the 2007 percentage of
14.8% and the 2006 percentage of 14.6%.2
-In 2008, 59.5% of all women over 16 were in the labor force, compared
to 73.0% of all men.
Though we may have come a long way from where we were years ago, I do
agree with what was said in the book we read in class, which was the
fact that better understanding of those with corporate power, and
everyone in the workplace in general, will lead to better changes for
Bagadi, Deepali and Marrisa Agin. Catalyst: Expanding Opportunities for Women and Business. 9 December 2009. 23 January 2010
Lockwood, Nancy. "The Glass Ceiling: Domestic and International Perspectives." June 2004. BNET: The to-go place for management. 23 January 2010
This is no surprise to me but it did interest me so i decided to do a little more research on it.
Many minorities are owners of their own small business instead of working for a company trying to move up in the rankings. These small owned businesses are a big part of the economy. According to the U.S. Small Business Administration’s Office of Advocacy, in 1997 minority owned businesses made $495 billion in revenue and has since grown over 168 percent in the last decade. This is astonishing to me. This is just my opinion, but I think that minorities seem to find other ways to become successful and make it to the top when the majority try to stop them or put a "glass ceiling" over their heads. Since facts show that not many minorities advance in managerial ranks, they decide to become their own managers and own their own businesses. After reading through the Minorities and Business report from the Office of Advocacy US Small Business Administration, I've come to the conclusion that many minorities are entrepreneurs rather than workers that start at the bottom and work their way up.
Now to put things into my own perspective. 37,000 employers is a fairly significant amount, even if it is a global figure. The fact that all these employers are having trouble finding employees with the necessary skills is hard to believe. Is the source of this problem the lack of qualified prospective candidates, or is it because the employers are just having too high of expectations? The cause of the former might just be because of the latter. The only reason that I remain unconvinced that there is a shortage of talent in the world, is because it simply doesn't make sense. Shouldn't talent be on the rise? Throughout the world, people are becoming smarter and more efficient every day. Perhaps the reason that employers are having trouble finding qualified employees is because they're looking in the wrong place. To find an answer, I turn to the internet.
In an article titled "The Myth of a Talent Shortage," Wheeler goes on to explain a few of the possible reason why all these employers have no success at finding employees they want. The one that stuck out to me the most is how companies offer low wages. This could be the biggest reason that employers are not getting candidates with the skills they want. No accountant wants to work for $20 a day. Granted this could change depending on country living costs, but the principles are the same. No one wants to work for jobs that they're overqualified for. Another reason might just be that the job market is too small. It's going to be hard to find a stock broker in Alaska. Perhaps these employers are in a small rural area, and for them to find the employees they're looking for, they might need to move or expand.
Wheeler, Kevin. "The Myth of a Talent Shortage". ERE. 1/23/2010
Sunday, January 24, 2010
Discrimination among the workplace is a big issue; therefore, there are recommendations to help even out the equality. Some reasons to why women are being limited by the glass ceiling is due to managers' stereotypes especially towards women's credibility and career commitment. Also, there are questions regarding a woman's decision- making ability. In order to decrease these assumptions towards women in the workforce, sensitization programs should be included at work to help get rid of the myths regarding to a woman's lack of dedication and capabilities. In addition, management training should be open to both male and female employees; equal opportunity policies should also be present in order to help equally qualify workers and boost competition for the management positions. Women have as much capabilities as men, and women should not be limited in the workforce due to stereotypes and myths.
This feature and statement captured my interest the most. As a fellow Bank of America client, I was surprised to discover the Bank's current marketing tactic. Is this an ethical way to go about growing a business? The full article in which the Real World/Real People feature mentioned offered two opposing views:
On one side of the spectrum, those whom argue against this strategy say that the Bank is "knowingly making a product available to people who are violating U.S. immigration law" (Jordan, et. al.). In light of the recent attacks on September 11th, security and identity verification has tremendously increased; giving a credit card and transaction power to those without social security numbers nor little or no credit history seems to be taking a step backward.
On the other side of the spectrum, the Bank defends itself by stating that it is complying with both U.S banking laws and anti-terrorism laws. With a higher interest rate, upfront fee, and subjective review of the client, the Bank makes sure that they are providing opportunities to those who deserve "somebody to give them a chance to achieve that quality of life" (Jordan, et. al.). Furthermore, the growing number of illegal Hispanic immigrants gives the company a way to tap into the needs of a potentially profitable market.
So is this ethical? After taking into consideration both sides of the argument, I believe that it is. What dissenters fail to see is how the working demographic is constantly changing. Although I'm not saying that we should let all of the immigrants into our country, I believe that the ones that have made it through have become part of a more modern U.S culture. Like it or not, they DO impact our workplace. According to Dr. Pikay Richardson in Managing Cultural Diversity:
"diversity management must be seen as celebrating the individual similarities and differences that each person brings to the workplace. The requirement to manage diversity, therefore, reflects the need for an organisation to adapt to significant cultural and sociological changes with a view to operating successfidly in the culturally diverse global marketplace" (Richardson).
This initiative is part of what makes the Bank of America the second-largest U.S bank. This diversification is what makes this tactic successful.
Jordan, Miriam, Valerie Bauerlein, and Ann Carrns. "Bank of America Casts Wider Net For Hispanics." Wall Street Journal - Eastern Edition 13 Feb. 2007: A1+. Academic Search Complete. EBSCO. Web. 25 Jan. 2010.
Richardson, Pikay. "Managing cultural diversity for competitive success." Engineering Management 15.2 (2005): 24-27. Academic Search Complete. EBSCO. Web. 25 Jan. 2010.
This sounds like a beneficial program however there is a huge controversy with parents surrounding the issue of compromising education and educational freedom due to the sponsorship of education. This is interesting to me because the future of education may sadly become worsened by the overwhelming trend of advertisement and marketing of corporations. I never would have guessed that advertising would take place in the classroom, even if sacrificing freedom of teachers curricula.
Holt, Dan G. "Let's Get Real: Students Solving Authentic Corporate Problems." The Phi Delta Kappan, Vol. 82, No. 3 (Nov., 2000), pp. 243-246
Hann, Christopher. "Big Macs for Big Grades." District Administration, v44 n5 p40-41 Apr 2008
Handling diversity is important in the workplace. Each option can be used with any collective mixture of differences and similarities. In the book Diversity in Organizations, there are collections of articles written by several different people in regard to changing perspectives on diversity in the work place. One article is called “Organizational perspectives on diversity” by R Roosevelt Thomas Jr. This article further backs up why these eight options displayed in our book are crucial for managing diversity. He believes that managing diversity is a process of responding appropriately to diversity mixtures. He states, “In this process, the manager must recognize diversity mixtures when they are present, ascertain whether a response is required, and select the appropriate response or blend of responses.” The framework will allow the managers to evolve in making decisions regularly to diversity mixtures of all kind.
Another topic in the article states how one would select an appropriate option. R Roosevelt Thomas Jr. believes it has to do with inclination, mind-set, and organizational environment. Mind-sets can often reinforce inclinations or suppress them. People also are not always able to act on their inclinations and mind-sets. Environmental factors encourage and influence a manager’s response to diversity. “These three factors can be critical determinants. Depending on the individual and organizational parameters, in a given situation either factor can assume the dominant role.” I think that the additional information on how to determine which appropriate option to use is important as you become a manager. Each individual is different and by working on developing their framework of diversity they will be able to handle a variety of issues.
Diversity in Organizations New Perspectives for a Changing Workplace (Claremont Symposium on Applied Social Psychology). Minneapolis: Sage Publications, Inc, 1995. Print.
According to the article, “A College Degree Might be Worth Nothing” by George Leef, students have been over-encouraged by the government to attend college only to find that they might not end up at their dream jobs. The government uses numbers to demonstrate the payoff of going to college even though there’s no guarantee that a degree will secure financial benefits. Leef (2008) also notes that most college graduates are working jobs that don’t require a degree and that attending college has only put them in debt. This article gave me a new perspective as to why some students drop out or don’t attend college. It makes a lot of sense, especially in today’s economy, that some people may find college unnecessary in obtaining a job because of the debts from student loans and lack of job opportunities. Because of this, many people now might view college as a luxury and not a necessity.
Leef, George. "A College Degree Might be Worth Nothing." Carolina Journal (2008).
Friday, January 22, 2010