Hans Brandt:
Understanding Cultures and Personalities in Managing Teams
Introduction:
Video Preview Link: https:
youtu.be/7ocKDWbVVgA
The full video is on Blackboard.
You are placed in the position of the leader of a software development team that has been successful in creating new products. The leader believes that the team's success has been due to the leader's efforts to develop a sense of cohesion and teamwork among its members. One important element in the team leader's approach is the holding of staff meetings twice a week, at 9 am on Monday and Thursday, for team members to share ideas and resolve problems. Six months ago, the leader's company acquired the U.S. subsidiary of a German software manufacturer. As part of integrating the two companies, Hans Brandt, a German software engineer in his late fifties, was assigned to the leader's team. Brandt attends staff meetings i
egularly and says little or nothing when he does attend. Technically
illiant, he has proposed an innovative project idea that the leader's superior have just agreed to fund. When the team leader tells Hans of the company's decision, Hans takes that occasion to announce that due to the demands of the new project he will not be attending staff meetings any longer. He rises to leave. The film ends with a freeze frame of Hans rising from his chair.
Instructions:
1. Before you watch this video read the following in the textbook:
a. Understanding Personality and Motivation, Chapter 5
. Cross-Cultural Negotiation, Chapter 11
2. View the video on Blackboard
3. Review the Learning Objectives and Key Terms below.
4. Write a report that describes how you would handle this situation.
You may start your report by saying, “This is how I would handle the situation.”
Explain which of the following actions you would take and not take and why. Explain the advantages and disadvantages of each.
a. Allow him to miss staff meetings to work on his project (accommodating).
. Refuse to allow him to miss any staff meetings (competing).
c. Ignore his statement or tell him I think I will think about it and let him know (avoiding).
d. Discuss with him incentives to get him to attend meetings (collaborating).
e. Propose that he attend staff meetings only once a week, instead of twice a week (compromising).
Your report should be between 500 and 750 words in length. Your report must demonstrate that you understand the key learning objectives listed below. You must co
ectly use at least 10 of the key terms listed below. Highlight (e.g., italic font, color) these terms in your report when you use them. Upload your description to Blackboard no later than Thursday, September 24th.
Learning Objectives:
Ability to get in touch with your own motivational style in an honest and straightforward way
Knowledge of your own limits and your strengths
Understanding the personality of the other person
Understanding the tripartite model of culture focuses on face, dignity, and honor as distinct cultural prototypes
Ability to cultural differences to identify value differences that could expand the pie, recognize different conceptions of power, avoid attribution e
ors, find out how to show respect, how time is perceived in other cultures, and assess options for change
Key Terms:
implicit theories Beliefs held by people about personalities
line-crossing illusion When negotiators believe they are coming on too strong, but they actually are not
trash-talking Incivility expressed in competition, and negotiators who trash-talk are more likely to feel rivalry and engender competition in the opponent
accountability pressure The extent to which a negotiator is answerable for conducting themselves in a certain manne
affiliation bias A bias that occurs when people evaluate a person’s actions on the basis of their group connections rather than on the merits of the behavior itself
assimilation A situation that occurs when a group or person does not maintain its own culture, but adapts to the host culture
attribution e
or The tendency to ascribe someone’s behavior or the occu
ence of an event to the wrong cause
iased punctuation of conflict The tendency for people to interpret interactions with their adversaries in self-serving and other derogating terms
cultural intelligence (CQ) Predicts the extent to which negotiators engage in integrative behaviors and maximize joint profit in intercultural negotiations
culture The unique character of a social group; the values and norms shared by its members that distinguish it from other social groups
dispositionalism The tendency to ascribe the cause of a person’s behavior to their character or underlying personality traits
ethnocentrism Unwa
anted positive beliefs of one’s own group and the simultaneous negative evaluation of out-groups
fundamental attribution e
or An e
or that occurs when people attribute the behavior of others to underlying dispositions or character and discount the role of situational factors
individualism-collectivism Refers to the basic human motive concerning preservation of the self versus the collective
in-group favoritism The strong tendency to favor the members of one’s own group more than those in other groups, even with no logical basis for doing so
integration In terms of cultural relations, a type of acculturation whereby each group maintains its own culture while also maintaining contact with another culture
marginalization A situation that occurs when neither maintenance of a group’s own culture nor contact with another culture is attempted
mediation Disputants retain control over final agreement decision but a third party guides the process
power distance The tendency to see a large distance between those in the upper part of a social or organizational structure and those in the lower part
sacred values Issues that are deemed by the decision maker as ones that cannot be compromised, traded off, or even questioned
secular values Issues and resources that can be traded and exchanged
separation A situation that occurs when a group or individual maintains its own culture but does not maintain contact with another culture
situationalism The tendency to ascribe the cause of a person’s behavior to external factors and forces that are beyond a person’s control
stereotype A faulty belief that everyone from a given culture is exactly alike
taboo trade-offs Proposals to exchange sacred values for secular ones
Revised XXXXXXXXXX All Rights Reserved
Revised XXXXXXXXXX
All Rights
Reserved
Hans Brandt:
Understanding Cultures and Personalities in Managing Teams
Introduction
:
Video Preview Link:
https:
youtu.be/7ocKDWbVVgA
The full video is on Blackboard
.
You are placed in the
position of the leader of a software development team that has been successful in
creating new products. The leader believes that the team's success has been due to the leader's efforts
to develop a sense of cohesion and teamwork among its members. One imp
ortant element in the team
leader's approach is the holding of staff meetings twice a week, at 9 am on Monday and Thursday, for
team members to share ideas and resolve problems. Six months ago, the leader's company acquired the
U.S. subsidiary of a German
software manufacturer. As part of integrating the two companies, Hans
Brandt, a German software engineer in his late fifties, was assigned to the leader's team. Brandt attends
staff meetings i
egularly and says little or nothing when he does attend. Techn
ically
illiant, he has
proposed an innovative project idea that the leader's superior have just agreed to fund. When the team
leader tells Hans of the company's decision, Hans takes that occasion to announce that due to the
demands of the new project he
will not be attending staff meetings any longer. He rises to leave. The
film ends with a freeze frame of Hans rising from his chair.
Instructi
on
s:
1.
Before you watch this video read the following in the textbook:
a.
Understanding Personality and
Motivation, Chapter 5
.
Cross
-
Cultural Negotiation, Chapter 11
Revised XXXXXXXXXXAll Rights Reserved
Hans Brandt:
Understanding Cultures and Personalities in Managing Teams
Introduction:
Video Preview Link: https:
youtu.be/7ocKDWbVVgA
The full video is on Blackboard.
You are placed in the position of the leader of a software development team that has been successful in
creating new products. The leader believes that the team's success has been due to the leader's efforts
to develop a sense of cohesion and teamwork among its members. One important element in the team
leader's approach is the holding of staff meetings twice a week, at 9 am on Monday and Thursday, for
team members to share ideas and resolve problems. Six months ago, the leader's company acquired the
U.S. subsidiary of a German software manufacturer. As part of integrating the two companies, Hans
Brandt, a German software engineer in his late fifties, was assigned to the leader's team. Brandt attends
staff meetings i
egularly and says little or nothing when he does attend. Technically
illiant, he has
proposed an innovative project idea that the leader's superior have just agreed to fund. When the team
leader tells Hans of the company's decision, Hans takes that occasion to announce that due to the
demands of the new project he will not be attending staff meetings any longer. He rises to leave. The
film ends with a freeze frame of Hans rising from his chair.
Instructions:
1. Before you watch this video read the following in the textbook:
a. Understanding Personality and Motivation, Chapter 5
. Cross-Cultural Negotiation, Chapter 11