1500 words Reflective Essay “Johari window”

Reflective EssayDue date: Week 8 Friday 5 pmLength and/or format: 1500 wordsPurpose: You are to consider the tools used in this unit (Johari window, MBTI, TA and DISC) and reflect how they have helped you to reflect on your own attitudes and behaviours in terms of conflict and communication. You need to provide at least one solid example of an experience in which you managed conflict using your personal understanding of the models. You can identify in your reflection the tools that helped most to identify your areas of concern and what you have learned about yourself.I have provided all the slides and more details including Assignment Rubric. Please go through the lecture slides and if there’s any problem opening those please let me know ASAP.
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BUSN 304: Working with
Diversity and Conflict
An Introduction
– Workshop 1
Rita D’Arcy
28 February 2018
1 |
Office | Faculty | Department
Law and Business
Workshop Details
2 hours over a 12 week period
(Tilda – Weeks 11 & 12)
Tuesdays 6-8pm
You should anticipate undertaking 150 hours of
study for this unit, including class attendance,
readings and assignment preparation.
Face to Face Consultation Times:
Tuesday 5.150-5.45pm
Level 6, 8-20 Napier St
Please email me regarding consultation
2 |
Office | Faculty | Department
Law and Business
Lecturer Details
Lecturer:
Rita D’Arcy (FCPHR) – Rita.D’Arcy@acu.edu.au
Founder and Principal Consultant – Particularly People
Industry Background
? Over 20 years industry experience within local and global organisations across private, listed, NFP and Government organisations
and consulting for the prior nine years
? Member of a number of professional associations including a proud Fellow Certified Practitioner AHRI, Fellow Chartered Member
CIPD, Graduate Member AICD, Member AIM, Member Women on Board and Member AITD.
? Professional advisory roles include:
? AHRI – State Councillor & VP Membership NSW and Certification Program Facilitator
? Committee for MB-009 Human Resources Management Standards through Standards Australia and on the working
group for HR competencies of the ISO/TC 260 HRM
? PWC Skills for Australia Project Working Group on Emotional Intelligence in Business Studies
? Committee member of the Business Services Industry Reference Committee for the Australian Industry Skills Committee
Education
? Master of Leadership (Major in Change Management)
? Master of Organisational Development and Strategic Human Resources Management
? Bachelor of Business (Major in Human Resources and Industrial Relations Law, Sub-Major, Law)
? Graduate Diploma, Company Directors Program – Australian Institute of Company Directors
? Certificate IV in Training and Assessment (TAE40110) – TAFE
? Diploma in Personnel Management – TAFE
3 |
Office | Faculty | Department
Law and Business
Today’s Topics
• General overview of the unit
• Unit Outline
• Assessments
• LEO
• Preparation for class – use of the book on LEO
• Rules of Privacy in the room
• Self Assessment
• Johari Window
• DISC Questionnaire
4 |
Office | Faculty | Department
Law and Business
Icebreaker
Pair up with the person next
two you:
• Through discussion, identify
two things you have in
common
• Reveal 1-2 things about
yourself that the other person
would not be aware of
5 |
Office | Faculty | Department
Law and Business
Diversity
Difference or unlikeness. A diverse workplace includes people
from different races, ethnicities, age groups and sexes who
have dissimilar cultural beliefs and values.
6 |
Office | Faculty | Department
JOHARI WINDOW
7 |
Office | Faculty | Department
Reflection
Johari
window
8 |
Office | Faculty | Department
Photo by w:User:Simon Shek / Public domain
Works cited
9 |
Office | Faculty | Department
Quadrant 1
What do you make known about you – your arena?
11 |
Office | Faculty | Department
Quadrant 2
Have you ever received feedback that informed you about your blind spot?
12 |
Office | Faculty | Department
Quadrant 3
What do you keep in your hidden area?
13 |
Office | Faculty | Department
Quadrant 4
Have you come across your unknown self?
14 |
Office | Faculty | Department
Description
15 |
Office | Faculty | Department
Works
cited
16 |
Office | Faculty | Department
Self development
17 |
Office | Faculty | Department
Feedback
Model
18 |
Office | Faculty | Department
Key
Characteristics
19 |
Office | Faculty | Department
Your Key
Characteristics
20 |
Office | Faculty | Department
Your Key
Characteristics
21 |
Office | Faculty | Department
Key
Characteristics of
Self
22 |
Office | Faculty | Department
Law and Business
Any Questions?
See you next week!
23 |
Office | Faculty | Department
BUSN 304: Working with
Diversity and Conflict
An Introduction and
Conceptual Framework
– Workshop 1
Rita D’Arcy
7 March 2018
1 |
Office | Faculty | Department
Law and Business
Introduction – What makes a successful
manager?
7 |
Office | Faculty | Department
Law and Business
How to become a good manager?
A good manager needs to combine:
• like scholars, managers must adopt an ethical learned approach to diversity,
always aiming to “do the right thing”;
• like farmers, they must respect their employees’ unique characteristics; and
• like artisans, they must introduce creative solutions as they strive for
excellence in diversity management.
These qualities, combined with the last principle
• ambition to utilize diversity to promote business goals and profitability for the
organization
lay the groundwork for sound management. These interactive qualities: vision,
ethics, respect, creativity, business goal orientation, and striving for excellence
8 |
Office | Faculty | Department
Law and Business
Definitions
Diversity
• Difference or unlikeness. A diverse workplace includes
people from different races, ethnicities, age groups and
sexes who have dissimilar cultural beliefs and values.
Diversity management
• A process of managing employees’ differences and
similarities so that individuals can achieve maximum
personal growth and can contribute positively to
organisational goals.
9 |
Office | Faculty | Department
Law and Business
Approaches to Diversity Management
Three main levels:
• individual
• group
• organisational.
Four types of diversity organisations
have been identified:
• negative
• minimalist
• compliant
• comprehensive and proactive.
10 |
Office | Faculty | Department
Law and Business
Four major philosophical principles to Diversity
Management
1.
the differences and similarities of individuals need to be managed
simultaneously,
2.
the identification of its dimensions needs to be addressed and applied
at each level of an organisation diversity,
3.
management must involve managing an all-inclusive mixture of
differences and similarities involving every person in the workplace,
4.
management needs to involve the process of ‘inclusion’ in the process
of developing a new workplace culture.
11 |
Office | Faculty | Department
Law and Business
Phenomena associated with Diversity
Management
1. Stereotyping
•
Categorising people using
generalisations that are often based on
prejudice.
2. Prejudice
•
12 |
Refers to people’s attitudes towards
members of other groups that are based
on faulty, incorrect and invalid
generalisations.
Office | Faculty | Department
Where have you
seen this play out?
Law and Business
Definitions
Workforce Diversity
• is not about differences between people that make them
unique; it is about being susceptible to negative
employment consequences as a result of one’s belonging
to certain social categories or groups.
What are some of those negative
employment consequences?
13 |
Office | Faculty | Department
Law and Business
Categories of Diversity
Diversity has been categorised in three dimensions:
• demographic (e.g. gender, ethnicity, age)
• psychological (e.g. values, beliefs, knowledge)
• organisational (e.g. occupation tenure, hierarchical level).
Researchers have differentiated diversity using:
• observable attributes (e.g. ethnic background, age, gender)
• non-observable attributes (e.g. personal values)
• functional characteristics (e.g. knowledge, skills).
15 |
Office | Faculty | Department
Law and Business
The challenge of managing diversity in the
global context
Is due to:
• Today’s global economy
• Global demographic trends
• Growing demand for equal rights for disenfranchised
workers, older workers, workers with disabilities, and
sexual orientation minorities.
16 |
Office | Faculty | Department
Law and Business
Tensions posed by global workforce trends
• Consistently low and unbalanced birth rates and increased
longevity around the world.
• All the more-developed countries will need even larger
waves of immigrants just to sustain their current ratio of
workers to retirees.
17 |
Office | Faculty | Department
Law and Business
Global demographic trends
• Increased immigration and migrant workers
• More women in the workforce
• Greater economic disparity
18 |
Office | Faculty | Department
Law and Business
Global legislative and public policy trends
• Most democratic and some non-democratic have instituted legislation
and public policies to ban job discrimination against women and
members of minority groups to ensure fair treatment of all employees.
19 |
Office | Faculty | Department
Law and Business
Public Policy in Australia
Federal Level
State Level
Age Discrimination Act 2004
• Australian Capital Territory – Discrimination
Act 1991
• New South Wales – Anti-Discrimination Act
1977
• Queensland – Anti-Discrimination Act 1991
• South Australia – Equal Opportunity Act 1984
• Tasmania – Anti-Discrimination Act 1998
• Victoria – Equal Opportunity Act 2010
• Western Australia – Equal Opportunity Act
1984
• Northern Territory – Anti-Discrimination Act
1996
Australian Human Rights
Commission Act 1986
Disability Discrimination Act 1992
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Fair Work Act 2009
20 |
Office | Faculty | Department
Law and Business
Discrimination
• Direct Discrimination occurs where a person is treated “less favourably” than
another person in the same or similar circumstances, on grounds that include
one or more of the above grounds.
• Indirect Discrimination occurs when an unreasonable requirement, condition
or practice is imposed and persons with an attribute associated with one of
the above grounds cannot comply with the condition or practice, whereas a
greater proportion of persons without the attribute can comply.
• Discrimination or adverse action for prohibited reasons does not have to be
calculated, intentional or even conscious.
21 |
Office | Faculty | Department
Law and Business
Diversity Iceberg
Revealed
over time
Most visible
At the
core but
less
tangible
23 |
Office | Faculty | Department
Law and Business
Workforce Diversity Challenge
The success management of an
increasingly diverse workforce is
amongst one of the most
important global challenges.
• The problems of managing today’s diverse workforce, however, do not
stem from the heterogeneity of the workforce itself but from the unfortunate
inability of corporate managers to fully comprehend its dynamics, divest
themselves of their personal prejudicial attitudes, and creatively unleash
the potential embedded in a multicultural workforce.
• Defining the term in such a way that will provide a common meaning across
national boundaries to enable effective communication.
26 |
Office | Faculty | Department
Law and Business
Workshop Activity
Discuss the question in small groups and present your ideas
30 |
1.
What does diversity mean to you?
2.
What are the dimensions of diversity you have come across in your
workplace (e.g. employees or customers) or through personal
experiences?
3.
What type of attitudes or behaviours are unacceptable versus
unacceptable when it comes to diversity and inclusion.
Office | Faculty | Department
Law and Business
Key Points
• Diversity management is about developing new and better
organisations that value difference.
• Successful management of an increasingly diverse workforce is
among the most important global challenges.
32 |
Office | Faculty | Department
Law and Business
Any Questions?
See you next week!
33 |
Office | Faculty | Department

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