Tou 047 - Multicultural Diversity In The Workplace PDF

TOU 047 - Multicultural Diversity in the Workplace for the d. Establish supervisor-employee agreement on Tourism Professionals P2 performance expectations...

TOU 047 - Multicultural Diversity in the Workplace for the d. Establish supervisor-employee agreement on Tourism Professionals P2 performance expectations Three aspects that must be avoided in Performance Appraisal: MODULE 10: 1.​ Deficiency – happens when the evaluation does not focus Performance Appraisal deals with how organizations evaluate and on all aspects of the job. If certain job responsibilities are not measure its employees’ achievements and behaviors. It is an considered, the evaluation is deficient. employee review by his manager where his work performance is 2.​ Contamination – happens when activities that are not part evaluated and strengths and weaknesses are identified so that the of the job responsibilities are included in the evaluation. employee knows what the things that he needs to improve on. 3.​ Distortion – takes place when an improper emphasis is The focus of performance appraisal must be on job performance not given to various job elements. on the performers. Effective performance appraisal system contains two basic systems Types of Performance Appraisal: operating in combination: an evaluation system and a feedback 1.​ Self-Assessment Method – The employee is asked to system. judge their own performance against predetermined criteria. ​ The main aim of the evaluation system is to identify The self-assessment sheet is compared with the one filled performance gap (if any). This gap occurs when up by the manager and the differences are discussed. performance does not meet the standard set by the 2.​ Behaviorally Anchored Rating Scales (BARS) – Has a list organization. of criteria that an employee should work up to be a diligent ​ The main aim of feedback is to inform the employee about worker. It is a measuring system which rates employees or the quality of his performance. The appraiser also receives trainees according to their performance and specific feedback from the employees about job problems, etc. behavioral patterns. Purposes of Performance Appraisal must include: 3.​ The 360 Degree Approach – Involves giving out a 1.​ Judgemental orientation – focuses on past performances questionnaire with questions regarding the performance of a and provides a basis for making judgments on which colleague and they need to fill it up. This feedback can be employee should be rewarded and how effective considered by the manager while evaluating the organizational programs have been.​ performance at the end of the quarter/year. a. Offer a reward allocation like raises, promotion, transfers 4.​ Management by Objectives (MBO) – Is a method in which or layoffs and others​ managers or employers set a list of objectives and make b. Identify employees with high potential​ assessments on their performance on a regular basis, and c. Validate the effectiveness of employee selection process​ finally make rewards based on the results achieved. d. Evaluate previous training programs 5.​ Forced Distribution – A method of assigning employees 2.​ Developmental orientation – concern with improving future into categories (excellent, good, poor, etc.) for comparative performance by ensuring expectations are clear and by evaluation. identifying ways to facilitate employee performance through 6.​ Paired Comparison – A method of comparing employee A training.​ and B together, then evaluating based on the better a. Encourage performance improvement​ performance in specific parameters. b. Develop ways on overcoming obstacles and performance 7.​ Graphic Rating Scale – Rates employees on a fixed scale barriers​ as per their qualities they are required to possess. c. Identify training and development opportunities​  8.​ Critical Incident Method – The manager prepares a list of people believe that the most powerful rewards come from inside a important incidents highlighting an employee’s behavior for person. Intrinsic motivation provides that personal pat on the back or evaluation. natural high that reflects a person’s ability, competency, growth, 9.​ Essay Performance Appraisal Method – Includes a knowledge, and self-control over their endeavors. Employees who descriptive assessment of an employee's performance, often are intrinsically motivated tend to work at higher levels of productivity written in detail. and strive to develop professionally. Intrinsic rewards include things 10.​ Ranking Appraisal – Managers rank employees in order such as: personal achievement, professional growth, sense of based on performance. pleasure, and accomplishment. Performance Appraisal Feedback​ Feedback must be given if managers want the performance Extrinsic Rewards​ appraisal meeting to be motivational for the employee and to result in Extrinsic motivation is based on tangible rewards. Unlike intrinsic improved performance. Performance feedback is always easier to motivation that is self-administered, extrinsic motivation is external to receive and give if managers have followed a structure process of: the individual and is typically offered by a supervisor or manager who ​ Agreeing performance objectives or standards holds all the power in relation to when extrinsic rewards are offered ​ Monitored employee performance and in what amount. Extrinsic rewards are usually financial in nature, ​ Given employees ongoing performance feedback such as a raise in salary, a bonus for reaching some quota, or paid Elements of an effective feedback: time off. However, extrinsic rewards can also be as simple as getting 1.​ Specificity – Feedback works best when it relates to a the better office, verbal praise, public recognition or awards, specific goal. promotions, and additional responsibility. 2.​ Timeliness – Employees should receive information about These material rewards can be motivating to employees because their performance as timely as possible. pay, time off, advancement, and recognition are important to most 3.​ Manner – Feedback should be expressed in a positive workers. Just imagine how de-motivating it would be to be manner. It must be accurate, factual, and complete. underpaid, overworked, and unappreciated, and you can quickly see how important extrinsic rewards are to organizational success. An Reinforcement Theory​ extrinsically motivated person will work on a task that they do not Reinforcement theory of motivation states that individual’s behavior particularly care for simply because of the anticipated satisfaction is a function of its consequences. It is based on "law of effect," i.e., that will come from some extrinsic reward. For example, the individual’s behavior with positive consequences tends to be employee may not be interested in the product he is selling, but repeated, but individual’s behavior with negative consequences reaching the quota means the bonus; therefore, he is motivated to tends not to be repeated. put forth the effort he needs to meet the sales quota. Reinforcement theory focuses totally on what happens to an individual when they take some action. It is a strong tool for MODULE 11: analyzing and controlling behavior. However, it does not focus on the Communication causes of an individual's behavior. Communication may be defined as the transfer of information, including thoughts, and ideas, between individuals and groups. It is Intrinsic Rewards an essential activity in the workplace that facilitates mutual Intrinsic motivation is internal to the person in that it is something that understanding and cooperation. The basic goals of communication you have to offer yourself and is driven by personal interest or are: enjoyment in the work itself. Because intrinsic motivation exists 1.​ To gain goodwill, within the individual, achieving it does not depend on others. Some 2.​ To inquire,  3.​ To inform, and ○​ Disadvantages: Feedback is not immediate; 4.​ To persuade. interpretation depends on the reader. Communication is the vehicle through which people clarify their 3.​ Multimedia Communication expectations, coordinate work, maintain relationships, and achieve ○​ Advantages: Instant, global reach; adaptable to goals. Without effective communication, misunderstandings and various audiences. inefficiencies arise. Successful communication relies on clarity, ○​ Disadvantages: Susceptible to technical difficulties appropriateness, and adaptability. To be effective, the sender must and security threats. tailor the message to fit the needs of the recipient. Functions of Communication The Communication Process 1.​ Information Function: Facilitates decision-making by 1.​ Sender: The individual or party who initiates the message. providing relevant facts and data. 2.​ Message: The content of the communication, which can 2.​ Motivation Function: Encourages employees to commit to include thoughts, ideas, or instructions. organizational objectives. 3.​ Channel: The medium through which the message travels 3.​ Control Function: Clarifies roles, responsibilities, and (e.g., speech, writing, email, video). expected behaviors. 4.​ Receiver: The individual or group to whom the message is 4.​ Emotive Function: Enables the expression of feelings and directed. fosters social connections. 5.​ Feedback: The response from the receiver that indicates Barriers to Communication whether the message was understood. 1.​ Filtering: Manipulation of information so that it will be seen 6.​ Environment: The context or circumstances in which the more favorably by the receiver. communication occurs. 2.​ Selective Perception: Receivers selectively see and hear Types of Communication messages based on their needs, motivations, experiences, 1.​ Verbal Communication: Includes one-on-one meetings, background, and other personal characteristics. speeches, telephone calls, and group discussions. It is often 3.​ Information Overload: Condition in which information inflow immediate and interactive. exceeds an individual's processing capacity. 2.​ Written Communication: Encompasses memos, emails, 4.​ Emotion: The receiver's feelings affect his ability to reports, and notices. It is suitable for formal and legal understand any message sent to him/her. purposes. 5.​ Language: Words do not always mean the same thing to 3.​ Nonverbal Communication: Involves body language, facial different people. expressions, gestures, and eye contact. Nonverbal cues can 6.​ Communication Apprehension: Undue tension or anxiety reinforce or contradict verbal messages. about oral and/or written communication. Advantages and Disadvantages of Channels 7.​ Absence of Feedback: Does not provide the sender the 1.​ Oral Communication opportunity to correct misimpressions about the message ○​ Advantages: Builds relationships, allows immediate sent. feedback, and accelerates decision-making. 8.​ Physical Separation: Interferences to effective ○​ Disadvantages: Risk of misunderstandings due to communication occurring in the environment where the spontaneous statements; lacks a record for future communication is undertaken. reference. 9.​ Lack of Credibility of the Sender. 2.​ Written Communication Kinds of Communication Flow ○​ Advantages: Provides a record, allows for careful 1.​ Upward Communication: review, and is suitable for legal contexts.  ○​ Message flows from persons in lower-level positions speaker by seeing and experiencing the situation through to persons in higher positions. the speaker's eyes. ○​ Purposes: 3.​ Responding: Involves giving feedback to the sender, ​ To provide feedback to higher-ups. thereby motivating and directing the speaker’s ​ To inform progress toward goals. communication. Active listeners accomplish this by ​ To relay current problems. maintaining sufficient eye contact and sending back channel 2.​ Downward Communication: signals (e.g., "I see"), both of which show interest. They also ○​ Message flows from higher levels to lower levels. respond by clarifying the message—rephrasing the ○​ Purposes: speaker’s ideas at appropriate breaks (e.g., "So you’re ​ To give instructions. saying that...?"). ​ To provide information about policies and Improving Communication Throughout the Hierarchy procedures. Corporate leaders also need to maintain an open flow of ​ To give feedback about performance. communication up, down, and across the organization. ​ To motivate. Communication Strategies 3.​ Horizontal Communication: 1.​ Workspace Design: Refers to the process of designing and ○​ Messages sent to individuals or groups from another organizing a workplace to optimize worker performance and of the same level or position. safety. Removing barriers such as walls and arranging ○​ Purposes: offices in a way that encourages spontaneous interaction is ​ To coordinate activities between an example of this strategy. departments. 2.​ Newsletters and E-zines: Traditional company magazines ​ To persuade others at the same level of the are now often published as web pages or PDFs, allowing organization. information to be prepared and distributed more efficiently. ​ To pass on information about activities or 3.​ Direct Communication with Top Management: Often feelings. referred to as Management by Walking Around (MBWA). MODULE 12: This involves executives stepping out of their offices to Active Listening engage in face-to-face communication and learn from others Active listening can be defined as giving attention to what other within the organization. people are saying, asking questions, and restating points to make Communicating Through the Grapevine​ sure they are understood. Active listening fosters good relationships The grapevine is an informal and unstructured network founded on and builds trust. It involves the following key steps: social relationships rather than organizational charts or job 1.​ Sensing: The process of receiving signals from the sender descriptions. It is not controlled by management and is often and paying attention to them. Active listeners improve perceived as more reliable and believable than formal sensing in three ways: communication. ○​ They postpone evaluation. ​ Pattern: Information typically follows a cluster chain, where ○​ They avoid interrupting the speaker’s conversation. a few individuals actively transmit information to others. The ○​ They remain motivated to listen to the speaker. grapevine thrives in social networks, enabling employees 2.​ Evaluating: Includes understanding and analyzing the with similar backgrounds to communicate effectively. message, as well as evaluating its implications. The key to However, it can distort information by exaggerating or improving evaluation is empathy—understanding the omitting details. MODULE 13: ​ Teams may work less efficiently due to conflicts or role Types of Teams ambiguity. 1.​ Departmental Teams: Teams that consist of employees who Stages of Team Development (Tuckman’s Stages) have similar or complementary skills and are located in one 1.​ Forming: Team members meet, establish roles, and work unit. They perform ongoing tasks, such as operations understand objectives. and decision-making, and are often part of organizational 2.​ Storming: Members experience conflict over roles or hierarchies. strategies. 2.​ Task Forces: Temporary teams made up of employees from 3.​ Norming: Members develop cohesion, establish roles, and various departments to address a specific problem or issue. set goals. Members usually provide recommendations to 4.​ Performing: Teams achieve high cooperation and trust. decision-makers or solve immediate problems. 5.​ Adjourning: Teams disband after completing their tasks. 3.​ Self-Directed Teams: Teams that have full autonomy over MODULE 14: their work processes. They are organized around work Team Effectiveness processes that complete an entire product or service. Team effectiveness occurs when it benefits the organization, its Members handle tasks such as scheduling and allocating members, and its own survival. A team is effective under the work. following conditions: 4.​ Advisory Teams: Teams that provide recommendations to 1.​ Organizational Purpose: The team must fulfill decision-makers. They may have temporary or permanent organizational objectives. membership. 2.​ Satisfaction and Well-being: Members experience 5.​ Skunkworks: These are special teams whose assignment is satisfaction and maintain well-being. to solve a specific problem. They often work independently 3.​ Survival: The team sustains itself over time and adapts to and outside traditional structures. changes. 6.​ Virtual Teams: Teams whose members operate across The organizational and team environment represents all space, time, and organizational boundaries and rely on conditions beyond the team’s boundaries that influence technology for communication. effectiveness. This includes: 7.​ Communities of Practice: Informal groups bound by shared ​ Communication systems. expertise and passion for a particular activity. ​ Organizational structure. Advantages and Challenges of Teams ​ Leadership styles. Advantages: ​ Reward systems. ​ Teams make better decisions, develop products/services, Team Design Elements and create a more engaged workforce. 1.​ Task Characteristics: Tasks work better when they are: ​ Members can quickly share information and coordinate ○​ Easy to implement. tasks. ○​ Clear and cohesive. ​ They offer a broader range of knowledge and expertise. ○​ Ill-defined tasks that require more time and diverse ​ Performance improves when employees work near skills. co-workers. 2.​ Task Interdependence: Challenges: ○​ Pooled: Members share a common resource but ​ Teams incur higher costs, such as time and resources. work independently. ​ The risk of productivity loss due to "social loafing." ○​ Sequential: Output of one person becomes the input for another.  ○​ Reciprocal: Work outputs are exchanged back and 5.​ Relationships: Better overall interpersonal dynamics. forth among members. Effects of Team Cohesion on Task Performance 3.​ Team Size: Smaller teams are generally better as they: ​ High Cohesion and Aligned Norms: Leads to high task ○​ Require less time to coordinate roles. performance. ○​ Facilitate higher member commitment. ​ High Cohesion and Conflicting Norms: Results in low Team Member Competencies task performance. Effective team members possess these competencies (5 C’s): ​ Low Cohesion and Conflicting Norms: Results in 1.​ Cooperating: Sharing resources and accommodating moderately low task performance. others. ​ Low Cohesion and Aligned Norms: Results in moderately 2.​ Coordinating: Aligning work with others. high task performance. 3.​ Communicating: Sharing information effectively and Team Trust respectfully. Team trust is the confidence team members have in one another, 4.​ Comforting: Providing psychological support. particularly in situations involving risk. Trust is built through shared 5.​ Conflict Resolving: Diagnosing and managing beliefs and evaluations of dependability. disagreements constructively. Foundations of Trust: Team Building 1.​ Identification-Based Trust: Team Building Activities are formal activities to: ○​ Based on shared mental models and values. ​ Clarify goals. ○​ Strongest form of trust. ​ Solve problems. 2.​ Knowledge-Based Trust: ​ Improve team relationships. ○​ Based on predictability and competence. Team Cohesion 3.​ Calculus-Based Trust: Team Cohesion refers to the degree of attraction and commitment ○​ Based on deterrence. members feel toward their team. It is influenced by: ○​ Fragile and limited because it depends on 1.​ Member Similarity: People with similar values and punishment. backgrounds develop higher cohesion. Self-Directed Teams 2.​ Team Norms: Shared expectations that regulate member Definition: Cross-functional teams with substantial autonomy over behavior. their tasks and work processes.​ Preventing Dysfunctional Norms: Success Factors: ​ Set desirable norms during team formation. ​ Responsibility for entire processes. ​ Select members with aligned values. ​ High interdependence within the team. ​ Reward behaviors representing desired norms. ​ Coordination with other teams. Team Cohesion Outcomes ​ Effective use of technology for communication. Team Cohesion refers to the sense of connection among team MODULE 15: members. Key outcomes include: Leadership 1.​ Motivation: Members are motivated to stay with the team. Leadership is about influencing, motivating, and enabling others to 2.​ Information Sharing: Willingness to share knowledge and contribute toward the effectiveness and success of the organizations insights. of which they are members. 3.​ Interpersonal Bonds: Stronger relationships between ​ Leaders motivate others through persuasion and other members. influence tactics. 4.​ Conflict Resolution: Ability to resolve conflicts effectively. ​ Leaders are enablers. Shared Leadership Shared leadership views leadership as a role, not a position Competency Perspective Limitations assigned to one person. Key features include: 1.​ Assumes all effective leaders have the same personal ​ People within the team and organization lead each other. characteristics in all situations. ​ Typically supplements formal leadership. 2.​ Alternative combinations of competencies can lead to ​ Flourishes in environments where leaders delegate power success. and encourage risk-taking. 3.​ Emphasizes that leadership is relational and depends on the ​ Collaborative rather than competitive. quality of relationships with followers. Competencies of an Effective Leader Behavioral Perspective of Leadership 1.​ People-Oriented Behaviors: Leadership Description ○​ Show mutual trust and respect for subordinates. Competencies ○​ Demonstrate genuine concern for employees' Personality Higher levels of extroversion, welfare. sociability, assertiveness, and ○​ Listen to employee suggestions and treat employees conscientiousness. as equals. 2.​ Task-Oriented Behaviors: Self-concept Positive self-beliefs and ○​ Assign specific tasks and clarify work duties. confidence in their leadership ○​ Ensure employees follow company rules and meet abilities. performance standards. Behavioral Perspective Limitations Drive Inner motivation to pursue 1.​ Categories may oversimplify specific leadership behaviors. goals. 2.​ Assumes both styles are effective in all situations, which may not always be the case. Integrity Truthfulness and tendency to MODULE 16: translate words into actions. Contingency Perspective of Leadership The contingency perspective of leadership is based on the idea that Leadership Need for power to accomplish the most appropriate leadership style depends on the situation. Motivation team or organizational goals. ​ Effective leaders are both insightful and flexible. ​ They adapt their behavior and style to the specific situation. Knowledge of Specific knowledge about the Path-Goal Theory of Leadership the Business company's environment to This theory relates leadership styles to specific employee and make better decisions. situational contingencies. It suggests that leaders clarify the path for employees to achieve their goals and provide the necessary support. Cognitive and Ability to process information Path-Goal Leadership Styles: Practical and solve real-world problems. 1.​ Directive: Clarifies goals, provides structure, and sets clear Intelligence performance standards. Similar to task-oriented leadership. 2.​ Supportive: Builds rapport with employees by being Emotional Ability to monitor and manage approachable and fostering a positive work environment. Intelligence emotions, guiding thoughts 3.​ Participative: Involves employees in decision-making and and actions. incorporates their input.  4.​ Achievement-Oriented: Sets challenging goals and seeks continuous improvement in performance. Other Contingency Theories 1.​ Situational Leadership Theory (SLT): ○​ Developed by Paul Hersey and Ken Blanchard. ○​ Leadership style is adjusted based on followers' readiness or maturity (ability and willingness). ○​ Identifies four leadership styles: ​ Telling: Direct, specific guidance. ​ Selling: Explains decisions and persuades. ​ Participating: Works collaboratively. ​ Delegating: Gives decision-making responsibility to team members. 2.​ Fiedler’s Contingency Model: ○​ Suggests leader effectiveness depends on the match between the leader’s natural style and the situation. ○​ Three factors affect situational control: ​ Leader-Member Relations: Trust and respect within the team. ​ Task Structure: Clarity of tasks. ​ Position Power: Degree of authority the leader has. Transformational Leadership Transformational leaders inspire employees to achieve their vision by: ​ Building Commitment: Engaging employees in the vision. ​ Developing and Communicating the Vision: Clearly articulating long-term goals. Implicit Leadership Perspective This theory suggests people evaluate leaders based on preconceived stereotypes about leadership roles and attributes. ​ Cultural values and gender stereotypes also play a significant role in leadership evaluations.