BMGT 485 7382 Applied Management Week 3 Brainstorming Discussion

BMGT 485 7382 Applied Management Week 3 Brainstorming Discussion.

[Audio] Building trust with people is crucial in today's global business climate, whether you deal with them in person or merely virtually. When establishing trust with people over long distances, you have to use different strategies than you would when doing it in person (Week 3 Building Trust n.d). In Jessie's case, there are multiple trust issues that he has with his direct report. First, Jessie was not transparent about his intentions with the program he was implementing. He tried to keep it a secret and it appears that he may not have fully made Dwight and Ike aware of exactly what he was doing. Jessie spoke to one of his coworkers about what his true intentions, and the conversation was overheard by one of the employees. This conversation caused confusion, gossip, anxiety among the coworkers, and distrust among the staff. Furthermore, the confusion and gossip circulating around the firm causing employees to worry about their job security and if they were going to be eventually replaced. Lastly, Jessie tried to clear things up by having a meeting with the staff, but the damage was done and the mistrust among the workforce caused them to not trust him at all. Jessie's actions is an example of the high cost of low trust which causes low morale, lower productivity, increased turnover, and employees quit but stay mentality (Week 3 Building Trust n.d)..

[Audio] Jessie created this problem by lying and confiding in a coworker about his intentions of potentially replacing employees with robots. As a result, it caused the staff to completely ignore him and not communicate in a staff meeting. In addition, his actions caused low morale and productivity among and staff. According to an article by Aberdeen written in 2016, there are four indicators that employees have lost trust in management. They are: 1) You do all the talking in meetings. 2) When you ask for opinions, and no one speaks up. 3) Employees ask for permission when they do not need it. 4) You only hear good news (Aberdeen.com 2016)..

[Audio] It is important for everyone in an organization to understand that workplace changes are unavoidable and inevitable. A lot times change can be challenging for all parties involved and that clear communication is pivotal to preventing miscommunication and mistrust. A change that can affect someone's work should not be announced without warning, and employees should be involved in the decision-making process whenever it is feasible. By doing this, it could help repair broken relationships between management and staff. According to James Davis, YouTube 2014, the very essence of success in a business is always built around trust. Building trust is facilitated by effective communication, and it boils down to demonstrating your honesty, justice, and respect for the people you interact with (Week 3 Content n.d.) To better address these communication issues in the present and help build better relationships in the future it may be useful to get a human resources mediator involved with the process. This could help rebuild trust by giving employees an opportunity to have their voices and opinions heard by someone they feel is a neutral party. Afterwards, leadership can begin to repair and build trust by making building trust an explicit goal. It needs to become just like any other targeted, assessed, and refined goal. The importance of trust to management and leadership must be made clear. The fact that it is both the morally and financially correct thing to do must be stated. Measuring organizational trust at the outset and monitoring changes over time is one of the greatest strategies to accomplish this (Week 3 Content n.d)..

[Audio] Dwight, building trust can be challenging enough when you are face to face with someone, but it can be even more difficult when you have to communicate virtually. For a manager, virtual trust issues are more difficult because of the ways in which culture and distance can impede openness and communication (Johnson, A.S. 2021). There are several things that can be done to help you set up a successful international team, while helping the existing team and establish trust in a culturally diverse environment. The following are a few suggestions: First, Mutual trust is essential among members of a virtual team. People form relationships in the workplace through informal social contacts. For virtual teams, this isn't the case, though. Due to the absence of in-person encounters and the possibility of significant cultural differences, it is critical for members of virtual teams to consciously build and preserve a high degree of trust. Mutuality, consistency, and dependability are the cornerstones of trust in virtual teams. Members of a team should treat one another with respect, act in the group's best interests, and be consistent in both their words and deeds. When working from different places, team leaders should make sure that all members participate equally, and that duties and responsibilities are communicated effectively. They should also make sure that online meetings begin and end on time (ESCP Business School 2020). Second, choose a communication tool with their style of communication and allow enough time for everyone to become familiar with it. This will help with unraveling language barriers between team members (ESCP Business School 2020). Third, successful team meetings are vital for virtual cross-cultural teams. Dwight, it will be your responsibility to make sure that everyone is involved and heard during meetings. Cross-cultural teams can strengthen commitment, lessen feelings of loneliness and isolation, and make use of individual members' aggregate skills by properly planning virtual sessions (ESCP Business School 2020). Finally, It can be challenging to evaluate and recognize team members who are physically out of sight, but a virtual reward system could be developed to recognize team members' accomplishments so that they can get the credit they merit when progress is made on important assignments (ESCP Business School 2020)..

[Audio] Cultural IQ refers to the ability to understand and adapt to cultural differences and nuances to effectively communicate and work with people from diverse backgrounds (Rumman, A. A. 2022). Effective sharing, communication, and teamwork among team members are influenced by cultural IQ. It allows them to get over obstacles like misunderstandings, varying interpretations, and preconceived notions that could hinder virtual teams' capacity to do quality work (Ramman A. A. 2022). Because people from diverse corners of the world have a variety of skills, information, and experience that can be highly resourceful, having a high IQ helps team members accept their differences and perceive them as assets. This can lead to greater results Easy Chair team members can better learn how to modify their communication methods by using Cultural IQ. They pick up on various communication cues, variations in morality or values, word meanings, and the various ways their interactions with other team members can impact the accomplishment of the group's aims and objectives. They develop greater empathy, adaptability, and open-mindedness, which makes them far more adept at averting and resolving conflict Ramman, A. A. 2022)..

[Audio] When team members come from different cultural backgrounds, they may have different communication styles, work habits, and expectations (Commisceo Global Consulting n.d). The way team members interact and work together in virtual meetings may be impacted by these cultural differences. An Easy Chair team member may accidentally insult or alienate their Japanese or South Korean counterparts, who may be more accustomed to indirect communication, if they are accustomed to being upfront and assertive in their communication style. In contrast, Japanese or South Korean team members may find it difficult to connect with their American counterparts if they are not accustomed to using a direct and assertive communication style. This explains why The Asian teams remain quiet during meetings and take longer to react to new proposals, according to the current Easy Chair teams. There is very little personal "chit-chat" among cultural group because of these communication barriers. The following are some steps that can be taken to make the virtual experience work between the diverse teams: First, provide cultural training to help team members understand the different cultural norms and expectations they may encounter. This can help to build empathy and understanding of each other cultures and minimize the misunderstandings between each group. Second, Easy Chairs management need to make better use of a collaborative communication software, such as Google Translate. This software can be used in real time and in direct communication with team members who speak different languages. This will help bridge the gap between different cultures. Also, the software has a neutral voice when it is translating, so there is little chance of misunderstandings and employees being offended by other team members. Finally, being patient and open minded to learning new things about other cultures will go a long way to making virtual teams work long term between different cultures..

Reference:. Question mark on green pastel background.