Need help with Project Three

Need help with the memo and the pp presentation for MBA 610 see attached files..Create a 7 – 8 narrated PowerPoint (PP) slide presentation, which excludes your cover page and reference section and write a 2-3-page memo to the COO (CAO, CEO, or comparable leader) that highlights the main points of your project’s findings. Include your notes for each PP slide in your narrated presentation in the note section of your PP presentation for each slide. The PP and memo must each include proper in-text citations and a Reference Section in APA format. In designing your presentation, refer to the guide on creating a narrated PowerPoint presentation. The memo and narrated PP are submitted in the last step. Consider the following among the key things your presentation will need to address: ? Define concepts: Define organizational culture, climate, and ethical decisions and practices. Use the academic sources embedded in the steps or other resources of like quality, written by authoritative sources. ? Identify consequences: Describe the likely consequences of these concepts for an organization’s operations. See sample questions below. ? Describe culture and climate: Describe and differentiate between the current organizational culture and climate of your organization. See sample questions below. ? Describe approach to ethical decisions and practices: Think about the meaning of ethics and how they are applied in your organization. Does your leadership model them? Are employees placed in uncomfortable situations? How are ethics communicated? ? Assess implications for organization: Assess the implications of the above issues for your organization. For example, what does it mean to your organization’s practices that the organization has the type of culture, climate, and ethics you identified? ? Recommend actions: Recommend actions your COO (CAO, CEO, or comparable leader) should consider implementing to facilitate a shift in the organization’s culture, climate, and ethics to ensure desired or improved outcomes for your organization such as meeting its mission and values. If you don’t see a need for any changes, why? Sample—Questions/Issues: What is organizational culture? How do authorities on culture define it? How does it relate to my organization? How would I describe the culture of my organization? Does the culture need to be changed? How can that be accomplished? If not, why not? What is organizational climate? How do authorities define climate? Do people enjoy working here? If so, why? If not, why not? Are our motivation, evaluation and reward system perceived as fair and equitable? What effect do such measures have on climate? Do we do climate surveys? What do they indicate as key concerns? Should we measure climate? How? What are organizational ethics? How do authorities define ethics? How does my organization enforce ethics? Do we have fair employment practices? Are we provided clear ethical guidelines? Do we receive ethics training? How do we measure compliance? Do our leaders shape ethical decision making or not? Do we ask or imply certain marginal practices are okay? Any past scandals? How were they dealt with? What steps have been or need to be taken to eliminate recurrences?
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Running head: MULTINATIONAL AND MULTICULTURAL VIRTUAL TEAMS
Key Options and Recommendations for Team Management
Student’s Name
School affiliation
Date
MULTINATIONAL AND MULTICULTURAL VIRTUAL TEAMS
2
Key Options and Recommendations for Team Management
With the current financial situation, many companies choose members of a project team
from the various cultural background and various global locations. The team has the ability to
communicate virtually by means such as phone, emails and video conferences. In such a
communication environment both time and money are saved. The virtual teams that exist in the
current world are not different from those from co-located teams. The various options for
managing these teams and recommendations are as follow:
As a leader, you must lead differently. Teams require a leader that is a facilitator, a
manager who defines and provide precise directions and eliminate every ambiguity in the
process. a centralized coordination in multinational and multicultural virtual teams is effective,
especially in distributed systems. Virtual teams are effective as there are no possibilities that a
team member might lose his or her job description. A team leader should come up with policies,
roles, and responsibilities that will propel the team in achieving the desired objectives (Matthews
et al. 2017).
Multinational and multicultural virtual teams have deferent decisions. They operate
differently, for instance, in the United States, managers are equipped with soliciting input from
the team, and they point directions quickly and make alterations as the project advances. In
Sweden, teams make decisions via lengthy consensus building that may call for any meeting.
The milestone of such discussion is a strong buy-in and rapid project implementation. In France,
debates and confrontations are key in the decision-making process and in Japan, decisions are
informal prior the formal group meeting. The decision by many team leaders is rooted in the
cultural background that they are from. Global leaders should, therefore, be careful on how
MULTINATIONAL AND MULTICULTURAL VIRTUAL TEAMS
3
decisions are made in these teams. A good team leader tries various decision-making processes
at different stages and in a project (Matthews et al. 2017).
A team leader should build and develop trust differently. Trust is measured in terms of
reliability. As Cristina Escallon records, team leaders in virtual teams should focus on processes
in which team members are specific in terms of delivery, and in a repeated process. Therefore,
trust is built in one or two processes or cycles.
Communication is vital in team works. However, in a virtual environment, it is less
influential. It is believed that communication is greatly enhanced through body movement. In a
global virtual environment, team members sit rigidly on their desks glued to skype or video
conference screen, such people tend to lose their persuasive edge or interpersonal. Walking and
arm movement is an effective communication trick that can be used to improve message passing.
In such an environment, broad skill is needed as compared to the old traditional co-located
teams. Multinational and multicultural virtual teams call for the ability to switch between a
different set of skills as the diversity of the teams and distance demands.
MULTINATIONAL AND MULTICULTURAL VIRTUAL TEAMS
Reference
Matthews, G., Reinerman-Jones, L., Burke, S., Teo, G., & Scribner, D. (2017, September).
Personality, Social Identity, and Individual Differences in Multinational DecisionMaking. In Proceedings of the Human Factors and Ergonomics Society Annual
Meeting (Vol. 61, No. 1, pp. 848-852). Sage CA: Los Angeles, CA: SAGE Publications.
4
PROJECT 3 Final Deliverable: Culture, Climate, and Ethical Decisions
Create a 7 – 8 narrated PowerPoint (PP) slide presentation, which excludes your cover page
and reference section and write a 2-3-page memo to the COO (CAO, CEO, or comparable
leader) that highlights the main points of your project’s findings. Include your notes for each
PP slide in your narrated presentation in the note section of your PP presentation for each
slide. The PP and memo must each include proper in-text citations and a Reference Section
in APA format. In designing your presentation, refer to the guide on creating a narrated
PowerPoint presentation. The memo and narrated PP are submitted in the last step.
Consider the following among the key things your presentation will need to address:
?
?
?
?
?
?
Define concepts: Define organizational culture, climate, and ethical decisions and
practices. Use the academic sources embedded in the steps or other resources of like
quality, written by authoritative sources.
Identify consequences: Describe the likely consequences of these concepts for an
organization’s operations. See sample questions below.
Describe culture and climate: Describe and differentiate between the current
organizational culture and climate of your organization. See sample questions below.
Describe approach to ethical decisions and practices: Think about the meaning of
ethics and how they are applied in your organization. Does your leadership model them?
Are employees placed in uncomfortable situations? How are ethics communicated?
Assess implications for organization: Assess the implications of the above issues for
your organization. For example, what does it mean to your organization’s practices that
the organization has the type of culture, climate, and ethics you identified?
Recommend actions: Recommend actions your COO (CAO, CEO, or comparable
leader) should consider implementing to facilitate a shift in the organization’s culture,
climate, and ethics to ensure desired or improved outcomes for your organization such
as meeting its mission and values. If you don’t see a need for any changes, why?
Sample—Questions/Issues:
What is organizational culture? How do authorities on culture define it? How does it relate to
my organization? How would I describe the culture of my organization? Does the culture
need to be changed? How can that be accomplished? If not, why not?
What is organizational climate? How do authorities define climate? Do people enjoy working
here? If so, why? If not, why not? Are our motivation, evaluation and reward system perceived
as fair and equitable? What effect do such measures have on climate? Do we do climate
surveys? What do they indicate as key concerns? Should we measure climate? How?
What are organizational ethics? How do authorities define ethics? How does my organization
enforce ethics? Do we have fair employment practices? Are we provided clear ethical
guidelines? Do we receive ethics training? How do we measure compliance? Do our leaders
shape ethical decision making or not? Do we ask or imply certain marginal practices are okay?
Any past scandals? How were they dealt with? What steps have been or need to be taken to
eliminate recurrences?
Project 3 Start Here
Once you’ve read the scenario below, get started by going to Step 1.
The day after you hand in your organizational analysis, you notice the following headline in the
business section in the news: “Employees Accused of Stealing from Company.” Apparently, a group
of employees who worked for a company similar to yours was routinely lying on their expense
reports, claiming—and getting reimbursed for—personal expenditures, including Caribbean trips and
four-star restaurants.
You nearly spit out your coffee when you read this. You work in the same sector! After doing your
organizational analysis, you feel like you have a good grasp on the mission and values of your
company, and you’d be very surprised such behavior was tolerated. This article, however, still
makes you wonder about your industry as whole.
Once you get to your office, you discover that you aren’t the only one interested in this story;
everyone is buzzing about it. As soon as you drop your stuff in your cube, you see a message from
the COO’s assistant: the COO, Kate Lindsay, wants to see you this afternoon. Why does Kate want
to see you? Kate is very high in the organizational “food chain.”
You head to Kate’s office. As you sit down, Kate lives up to her reputation for being focused and
direct and immediately launches into what she has to say, “You must have heard about the expense
report scandal at our competitor’s organization. We need to ensure that the same thing is not
happening here.” She continues, “I came to this organization because I considered it to be among
the best – are we?” She begins ticking off questions on her fingers: “How can we be sure what we
believe and say matches what we actually do? How can we be sure we don’t have a culture and
climate that are viewed as unethical and unhealthy? Do we put enough emphasis on ethical and
caring behavior in our decisions and our actions?”
She pauses before going on. “I’m new to this position and to this sector in general. I’m clearly
responsible and accountable for the climate, culture, and ethical behavior in this organization. We
need to be concerned about these issues, and I need your help figuring out where we stand and
what, if anything, we should be doing differently.” Your help? You look at her expectantly.
She answers your implied question, “I read your organizational analysis last night, and I was enough
impressed with it that I think you could handle this particular task. I’m an engineer by training, and
I’m methodical, thorough, and detailed,” Kate says, before adding, “This report needs to reflect
+my—and, more importantly, this organization’s—careful and thoughtful approach to these issues.
So even though organizational culture, climate, and ethics may seem like ‘soft’ issues, I expect
strong critical thinking and an evidence-based report. I don’t just want opinions. It might help to
imagine yourself as an independent consultant we are counting on for both expertise and
objectivity.”
She glances at her phone. “I have a meeting in two minutes.” She stands up. “I really need your best
thinking and good advice on this in three weeks. Talk to my assistant about making an appointment
to see me then, and have 15-minute PowerPoint presentation ready along with a brief memo
summarizing your points,” she says, “Also, I trust you understand this is a matter that needs to be
kept between us.” She looks at you squarely: “I don’t want to learn my questions and concerns have
become the subject of general discussions in the office.” “Absolutely!” You say, with confidence, as
Kate heads out of her office. Then she turns around, “Oh, and I want to see some of your work-inprogress as you do this project. Talk to my assistant about that as well.”
You return to your desk thrilled that the COO has shared her concerns and asked you for your input.
You have so many ideas and lots of questions—but you also realize you are going to need to
proceed without all the information you would ideally love to have. You know you will need to rely
only on publicly available information and not go poking around in confidential work files or asking
others in your office for input or advice.
How will you tackle this project? What evidence will you use to inform your understanding and
strengthen your analysis? What will you tell your COO next Wednesday?
When you submit your project, your work will be evaluated using the competencies listed below. You
can use the list below to self-check your work before submission.
•
•
•
•
•
•
•
2.1: Identify and clearly explain the issue, question, or problem under critical consideration.
2.2: Locate and access sufficient information to investigate the issue or problem.
2.3: Evaluate the information in a logical and organized manner to determine its value and
relevance to the problem.
2.4: Consider and analyze information in context to the issue or problem.
2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant
criteria and benchmarks.
5.1: Develop constructive resolutions for ethical dilemmas based on application of ethical
theories, principles and models.
9.3: Apply the principles of employment law for ethical practices and risk mitigation.
Step 1: Organizing Your Work
The first thing you should do is review the following:
•
•
•
the description of the final deliverable
instructions on how to create a narrated PowerPoint presentation
the rest of the Steps to Completion for this project
After you have a good idea of the scope of work for this project, consider how you will approach an
analysis of your own organization.
•
•
First, review these brief guidelines about conducting research on your organization.
Please discuss with your instructor any limiting factors you may encounter as you write this
report. After you’ve discussed these issues with your instructor, if you believe it’s best for you
to research an organization other than your own, please read the guidelines about using an
outside organization.
As you plan to complete this project consider the following:
•
•
•
•
the information you need
how to get that information
allocating appropriate time to each step
and any other project management factors that may seem relevant
Keep the final deliverable (see link above) in mind as you complete the project.
Step 2: Collect and Analyze Resources
Before beginning your research in business and management journals, however, there are some
preliminary readings you should complete to help you develop a broad understanding of the key
theories, concepts, and ideas that are relevant for this project.
•
•
•
•
organizational behavior
organizational culture
organizational climate
business ethics (organizational ethics)
As you read about each of the key concepts for this project — organizational culture, organizational
climate, and business/organizational ethics — think about the implications for industries and
organizations such as yours and for their leaders. Jot down ideas and questions you will need to
research further in order to develop the expertise required to complete this project successfully.
When undertaking your research for your presentation recall what you learned about good graduatelevel research practices in PRO 600. Be sure to consult with your professor if and when you have
questions about the strategy and process you plan on using to find good resources for this project.
Once you have completed your reading and library research for this project, apply what you have
learned to your organization, looking for:
•
•
any publicly available policies and procedures that provide helpful insights into how ethical
conduct and desired organizational behaviors are managed
any nonconfidential sources where your CEO or other leaders may have written or spoken
about these topics
Step 3: Independent Research
As you did for the situation audit, adopt the perspective of an outside consultant when working on
this report. This will increase your objectivity as you examine your own company. The COO, Kate
Lindsay, absolutely needs objectivity with this subject.
•
•
Independently research (as a consultant would) the concepts of organizational culture,
climate, and ethics
Determine the consequences of organizational culture, climate, and ethics to your
organization’s operations. Would legal measures (employment laws) need to be used to reshape the culture, climate or ethics of the organization? If so, what impact would that have
on the workforce?
Step 4: Annotated Resource List
•
•
Create an annotated resource list (creating an annotated bibliography) of four key articles or
sources dealing with culture, climate, and ethics that will be used in your memo and
presentation. One of the four annotated resources can deal with the impact of employment
laws on organizational culture, climate, and ethics.
Keep in mind that the quality of the resource matters in determining the quality of the memo
and the quality of the presentation (e.g., a well-researched study or article by an
acknowledged authority published in a peer-reviewed academic journal is primary research
and would outrank an interpretation of the same academic content as published in a
newspaper column or summarized in a magazine, trade journal, or internet source — even
where such secondary sources contain quotes from the original author’s work or attribute
their interpretation to that material.)
When Step 4 is complete, submit your annotated resources list for review and feedback.
Step 5: Final Deliverable: Narrated
Presentation
Submit your 7 – 8 narrated PowerPoint presentation slides, which excludes cover page and
references, and your 2-3-page memo to the COO (with references) in the drop box below.
Before you submit your assignment, review the competencies below, which your instructor will use to
evaluate your work. A good practice would be to use each competency as a self-check to confirm
you have incorporated all of them in your work.
•
•
•
•
•
•
•
2.1: Identify and clearly explain the issue, question, or problem under critical consideration.
2.2: Locate and access sufficient information to investigate the issue or problem.
2.3: Evaluate the information in a logical and organized manner to determine its value and
relevance to the problem.
2.4: Consider and analyze information in context to the issue or problem.
2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant
criteria and benchmarks.
5.1: Develop constructive resolutions for ethical dilemmas based on application of ethical
theories, principles and models.
9.3: Apply the principles of employment law for ethical practices and risk mitigation.

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