OBHR 3310 Study Guide - Midterm Guide: High-Context And Low-Context Cultures, Reward System

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ochreotter223

8 Sep 2016

School

UT-Dallas

Department

Organizational Behavior/Human Resources

Course

OBHR 3310

Professor

Hicks Jeffery

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2021174310

OBHR 3310.004

Exam 3: Culture

Question 1: Culture

There are many differences between low context culture and high context culture. In a low

context culture, I did not have to worry much about the presentation. Low context emphasizes a lot on

the contract and what is written. For example, if I were to tell someone they are transferred to a new

department, I could show them their transfer contract and the basic facts such as their wage and title.

However, if I were to move to a high context culture, I would definitely have to present myself

differently. Since the situation is important in these type of cultures, I would have to take some classes

about the culture and make sure I am properly presentable. Next, I would have to be aware of situation

if I were to perform a managing responsibility. An example would be taking them out to a great

restaurant, properly wining and dining them before handing them the transfer contract. Both cultures

are very different, therefore management style change is definitely needed.

Question 2: Leading & Managing Teams

I work as an officer Orientation Team Mentor and we are in the process of hiring new OTMs. The

first issue we had was to update the interview questions. Since we had time during this phase, the best

ethod was to ollaoate. We oduted offie eetigs ad we asked how a we all get what we

wat.

Currently, we are now in the choosing process for next summer, but we only have a certain

number of spots available. The best method for managing conflict is to accommodate. Since most of us

have conflicting ideas of who to hire, we must group the OTMs that we all want to hire and hire them.

But after, we will still need more OTMs, therefore some officers might need to accommodate for the

other officers if they want to a hire a certain person. It is the fastest and best way to solve this problem

since avoiding will result in nothing and compromising will be unethical since you will be hiring the

people for the wrong reasons.

Question 3: Leading & Managing Teams – 2

Currently, I am part of the Orientation Team Mentor. Our team is consisted of seven officers and

50 regular mentors. According to Hackman, there are six key points for an effective team. OTM

accomplishes all six points. We have multiple of tasks that are challenging, but yet realistic. The team is

very diverse and each mentor is picked from their commendable interpersonal skills. The officers create

a binder which outlines each officers’ and mentors’ duty, therefore tasks are clear. Structure within the

team, with mentors on the bottom, XOTMs in the middle and SOTMs on the top, is well made. The team

has a great support of information from advisors, professors and Deans, and amazing coaching from the

supervisors of the program, who have had years of experiences within orientations. The ending grade

for my team would be a B.

A way to improve team effectiveness would be implementing a better reward system. If the

supervisors would give raises or free materials based on performance, the team would be more inclined

to improve.

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Document Summary

There are many differences between low context culture and high context culture. In a low context culture, i did not have to worry much about the presentation. Low context emphasizes a lot on the contract and what is written. For example, if i were to tell someone they are transferred to a new department, i could show them their transfer contract and the basic facts such as their wage and title. However, if i were to move to a high context culture, i would definitely have to present myself differently. Since the situation is important in these type of cultures, i would have to take some classes about the culture and make sure i am properly presentable. Next, i would have to be aware of situation if i were to perform a managing responsibility. An example would be taking them out to a great restaurant, properly wining and dining them before handing them the transfer contract.

Related Questions

Recently I have found myself in a discussion with a guy thatisn't a creationist, but denies evolution. He cites several studiesthat show problems like this one, but I do not have the knowledgeto refute it properly. Whats the problem with the following:

One problem is that population genetics shows us evolutiondestroys functional sequences much faster than it creates them inany large-genome animal with low reproductive rates, becausedeleterious mutations arrive faster than selection can remove them.This would include just about all mammals, reptiles, and birds--anyof our would-be ancestors over the last 300m years.

Specifically, humans get 60 to 160 mutations per generation,10-20+% of our genome is sensitive to substitution, and this givesus 6-32 deleterious mutations per offspring (most slight). Evenwith the low estimate of 6, every child is less fit than theirparents and natural (or even artificial) selection can only choosethe least degenerate each generation. For every generation where amutation can be selected, random mutations destroy 5-32+ previouslyselected. Beneficial mutations like lactose tolerance (a jammedswitch) take 1000s of years to appear and fixate.

If you know the genome size, mutation rate, and reproductiverate, you can calculate at what rate deleterious mutations arrivefaster than they can be removed:

"It has been estimated that there are as many as 100 newmutations in the genome of each individual human. If even a smallfraction of these mutations are deleterious and removed byselection, it is difficult to explain how human populations couldhave survived. If the effects of mutations act in a multiplicativemanner, the proportion of individuals that become selectivelyeliminated from the population (proportion of `genetic deaths') is1-e^-U, where U is the deleterious mutation rate per diploid, so ahigh rate of deleterious mutation (U>>1) is paradoxical in aspecies with a low reproductive rate." High genomic deleteriousmutation rates in hominids, (Nature, 1999)

They worry about a deleterious rate of U much greater than 1 asbeing prohibitively high and we're talking about it being 6-32+,since we now know the functional genome is much larger than wethought it was in 1999. Taking their Poisson probabilitydistribution and using U=6, that means 1-e^-6 = 99.752% of thepopulation will have to be selected away each generation for onelucky enough to have no deleterious mutations. For two to surviveand maintain constant population size that would require on average806 offspring per female--impossible for most mammals, birds, andreptiles. Actually much more since natural selection is notomnisciently efficient.

Short Story
Too many managements â and the number seems to grow every year â are looking for any means to report, and indeed feature, âadjusted earningsâ that are higher than their companyâs GAAP earnings. There are many ways for practitioners to perform this legerdemain. Two of their favorites are the omission of ârestructuring costsâ and âstock-based compensationâ as expenses.

Charlie and I want managements, in their commentary, to describe unusual items â good or bad â that affect the GAAP numbers. After all, the reason we look at these numbers of the past is to make estimates of the future. But a management that regularly attempts to wave away very real costs by highlighting âadjusted per-share earningsâ makes us nervous. Thatâs because bad behavior is contagious: CEOs who overtly look for ways to report high numbers tend to foster a culture in which subordinates strive to be âhelpfulâ as well. Goals like that can lead, for example, to insurers underestimating their loss reserves, a practice that has destroyed many industry participants.

Charlie and I cringe when we hear analysts talk admiringly about managements who always âmake the numbers.â In truth, business is too unpredictable for the numbers always to be met. Inevitably, surprises occur. When they do, a CEO whose focus is centered on Wall Street will be tempted to make up the numbers.

Letâs get back to the two favorites of âdonât-count-thisâ managers, starting with ârestructuring.â Berkshire, I would say, has been restructuring from the first day we took over in 1965. Owning only a northern textile business then gave us no other choice. And today a fair amount of restructuring occurs every year at Berkshire. Thatâs because there are always things that need to change in our hundreds of businesses. Last year, as I mentioned earlier, we spent significant sums getting Duracell in shape for the decades ahead.

We have never, however, singled out restructuring charges and told you to ignore them in estimating our normal earning power. If there were to be some truly major expenses in a single year, I would, of course, mention it in my commentary. Indeed, when there is a total rebasing of a business, such as occurred when Kraft and Heinz merged, it is imperative that for several years the huge one-time costs of rationalizing the combined operations be explained clearly to owners. Thatâs precisely what the CEO of Kraft Heinz has done, in a manner approved by the companyâs directors (who include me). But, to tell owners year after year, âDonât count this,â when management is simply making business adjustments that are necessary, is misleading. And too many analysts and journalists fall for this baloney.

To say âstock-based compensationâ is not an expense is even more cavalier. CEOs who go down that road are, in effect, saying to shareholders, âIf you pay me a bundle in options or restricted stock, donât worry about its effect on earnings. Iâll âadjustâ it away.â

To explore this maneuver further, join me for a moment in a visit to a make-believe accounting laboratory whose sole mission is to juice Berkshireâs reported earnings. Imaginative technicians await us, eager to show their stuff

Question:

Discuss Buffettâs specific views on âadjusted earningsâ

roseoyster584

Three-Dollar Chicken: The Ethical Dilemma of the Food Pantry Black Market By Albert SamahaWednesday, June 19, 2013

"How much? How much?" asks a reporter in a checkered button-down and a pair of Air Jordans. He's pointing at a box of Rice Krispies cereal.

The elderly Chinese woman in the blue fleece picks up a plastic bag with two cereal boxes and says, holding up three fingers, "Three dollars! Three dollars!" She stands in a row beside eight other elderly Chinese women, behind a bus stop on Market Street near the corner of Seventh. All of them have paper bags and plastic bags and metal carts at their feet, all filled with food: Juice cartons, bags of coffee, packaged pretzel bites, and a bunch of other items.

"Nah, I don't need two. Just one.One dollar? One dollar?" counters the reporter. But the woman pushes the bag into his chest. The woman next to her in a green visor, sensing the opportunity, steps between the bartering pair holding a single box of cereal. "One dollar! One dollar!" she says.

The reporter furrows his brow, in deep thought. "You got that in chocolate?" he asks.

The underground food bazaar is in full swing. It's 1 p.m. and the lunchtime crowd bustles by. Several people stop to peruse the selection. No better food deal in the city. It's cheap because the women got most of the goods at food pantries around the city. So a dollar for a box of cereal is a dollar of profit.

The people who run the food pantries are certainly aware of this. While the majority of the tens of thousands of San Franciscans who receive the charitable goods take the food straight to their refrigerators, cupboards, and dining tables, there are others who instead take the food to Market Street. This creates a complex ethical dilemma, of course. On one hand, the sellers are exploiting the charity to turn a profit. But, then again, the sellers who benefit from this underground market, low-income immigrants who barely speak English, are the exact demographic the pantries are trying to help.

"It's a question for people to ask themselves about what they think a gift means," says Sara Miles, a spokesperson for St. Gregory's food pantry service. "If I gave you a gift, is it yours to do with what you want?"

The food pantries' range of sentiments illustrates the complexities of the dilemma. As Amy Jones, a spokesperson for Fill Up America, says, "All we can do on our end is try to do the most good we can for people in San Francisco. And if they're choosing to sell the food for whatever reason, that's between them and their conscience." Blaine Johnson, of San Francisco Food Bank, is less ambivalent. "The majority of our donations come from individual people. Their intention is that we feed people, not that we enable folks to have a side business to resell our food."

Miles, however, appreciates the impulses that created the underground charity food market. "It's not as if the reason people are hungry is that the food bank doesn't have enough food," she says. "I don't think that this is a problem. I think the problem is that it's impossible for poor people to live in San Francisco."

Some food pantries give out fliers discouraging the reselling of the goods. Some try to identify the offenders, warning them to stop before they are prohibited from the handouts. But the market lives on.

And as the reporter turns down the $1 cereal, he immediately encounters more offers. "Chicken!" says a woman in a white jacket, pointing to a whole, raw chicken wrapped in plastic at her feet.

"Chicken?" says the man. "How old? How old? Week old?"

"No, no," the woman replies. "This morning!This morning!"

"So it's been laying out here in the sun all day?"

The woman chuckles."Three dollars."

A police officer on a bike rolls past, carefully maneuvering around the crowd of buyers before accelerating up the sidewalk. He barely glances at the scene. What the women are doing is definitely illegal peddling without a permit, a violation of municipal code 869. And when police dole out citations to them, the officers confiscate the goods and re-donate them to the pantries. But enforcement, says SFPD officer Albie Esparza, is based on complaints, which are rare and usually stem from nearby business owners. "If there are no calls for service," he says, "we respond to more serious crimes in progress."

The underground food bazaar, after all, operates on a block littered with peddlers without a permit. This is Mid-Market, home to the city's vibrant outlaw bazaar. A dozen feet from the women, a man hawks old VHS tapes and beat-up ball caps on a picnic blanket. An older woman sells bootlegged DVDs. A middle-aged man offers discounted jewelry. Another man sells bus transfer passes. Another cigarettes. And then there's the pack of young men at the corner of Market and Jones Street slanging weed. The women with bags of food are hustlers on a block full of hustlers. Capitalists seizing the chance to improve their lot.

After the reporter passes on the chicken, the woman in the green visor waves him over. She pulls from her bag a bottle of Sierra Nevada beer. The reporter's eyes, naturally, widen, and he smiles. Food pantries don't serve beer. "Two dollars!" says the woman. The reporter peeks in her bag and sees a second bottle. "Two dollars for both!" he says. "Two fifty," the woman counters. And he nods.

The woman drops the bottles into a red plastic bag and hands it to the man. She doesn't charge 10 cents. The reporter gives her three dollar bills. But as she fishes for the change, he points to a container of apple juice and says, "I'll take the apple juice and you keep that." The woman nods vigorously.

Suddenly there is a shout. "She took my food! She took my food!" One of the elderly women has become frantic. Several witnesses eagerly announce what happened: A "community ambassador," working for a local economic development agency to help monitor Market Street, snagged a juice container from the lady's cart.

"You shouldn't be selling this!" the ambassador, a young woman, says to her. "This isn't right!" The crowd, drawn to the spectacle and expanding by the second, begins to choose sides. "They shouldn't be doing that," a middle-aged woman whispers to the man beside her. "What is this, a police state?" another voice exclaims.

The buzz of debate grows louder the ambassador justifying her action, the seller repeating, "She took my food," and the bystanders trying to sort out the philosophical conflict until a pair of police officers, walking their beat, arrives at the scene. They speak to the woman (in either Cantonese or Mandarin), then address her peers. The crowd watches as the women pack their goods into carts and file away, around the corner of Seventh Street, out of sight. Source: http://www.sfweekly.com/sanfrancisco/three-dollar-chicken-the-ethical-dilemma-of-the-food-pantry-black-market/Content?oid=2826417

Answer all questions.

1. What are the relevant facts? (10 marks)

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OBHR 3310 Study Guide - Midterm Guide: High-Context And Low-Context Cultures, Reward System

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