WMBA 6010 WU Managing People and Promoting Collaboration Papers – Description
EXPLORING PERSONAL BIAS
Earlier in the course, you examined the importance of a diverse and inclusive culture. An inhibitor to this type of culture can be found through personal biases, which people often have without even realizing it. Individuals and organizations can help create a better culture by first acknowledging these biases and then taking steps to address them. It is important for managers to examine their own thoughts, behaviors, values, and biases to ensure they set a precedent for others.
In this Discussion, you will have the opportunity to analyze a time when your personal biases affected your choices. Based on this analysis, you will decide whether you would act differently if faced with a similar situation in the future.
To prepare for this Discussion:
Identify a time in your professional life when your preconceptions or biases affected your behavior or decisions.
Post an analysis of the impact of bias on your professional behavior. In your analysis, do the following:
Describe the situation and the assumptions you made.
Did these assumptions turn out to be accurate?
Identify the impact(s) of your assumptions on you and/or your behaviors, on others, or on the organization.
Examine what you would—and would not—do differently if faced with a similar situation in the future.
Assignment
BEING AN AUTHENTIC, EQUITABLE, AND INCLUSIVE MANAGER, PART 1
For this week’s Assignment, you will assume the role of a manager in the following scenario:
You have been selected by your organization to participate in a peer mentoring group for managers. The group has had its first meeting, during which the group moderator (i.e., the master mentor) has stressed the importance of having a clear understanding of who you are as a manager, the principles you will use to guide your managerial decision making, and how you will use your influence as a manager to be an agent of positive social change. You and your fellow mentees have each been charged with identifying your core values and beliefs and have been asked to write up a summary of these beliefs and values, as well as what authenticity, equity, and inclusivity mean to you as a manager.
As you prepare your summary, be sure to cover all items outlined, including the incorporation of references to appropriate academic sources, such as those found in the Learning Resources or those in the Walden Library.
Submit your summary, excluding references, being sure to address all components within each of the following sections:
Authenticity, Equity, and Inclusivity
Analyze what authenticity means to you as it applies to the role of a manager.
Examine what an inclusive and equitable workplace is, including a description of its features, as well as an analysis of its impact on employees and the organization as a whole. Be sure to include specific examples to support your analysis.
Summarize the role of a manager in promoting an authentic, equitable, and inclusive workplace.
Core Beliefs and Values
Analyze the key values, beliefs, and/or experiences that have shaped you and that guide your thinking and behavior.
Explain how these values, beliefs, and/or experiences have influenced your workplace behavior in the past.
Identify three specific instances where you have had to make ethical choices. For each instance:
Describe the situation and the various courses of action you could have taken;
Explain what you ultimately decided and why; and
Explain whether you would make the same decision today.
Resources:
We may often hear about the need to bring our “whole selves” to work, but what does authenticity in the workplace really mean? Is there a point at which “just being who I am” starts to be harmful, rather than helpful? Through these resources, you will examine the meaning of true authenticity in the workplace, its relationship to emotional intelligence, and how authenticity, when understood and acted on correctly, can help you and your organization be more effective.
Frei, F., & Morriss, A. (2020). Begin with trust. Harvard Business Review, 98(3), 112–121.
Grant, A. (2020, Apr 27). There’s a fine line between helpful and harmful authenticity: [Business/financial desk]Links to an external site.. New York Times, B6.
Kouchaki, M. (2019, June 19). Why authentic workplaces are more ethical. Harvard Business Review Digital Articles, 2–4. http://hbr.org
Rosh, L., & Offermann, L. (2013). Be yourself, but carefully. Harvard Business Review, 91(10), 135–139.
Goleman, D. (n.d.). The secret behind authentic leadershipLinks to an external site.. Korn Ferry. https://www.kornferry.com/insights/articles/authen…
The Inclusive Manager
The only way to fully capitalize on the diversity in our teams and organizations is to ensure we are creating a truly inclusive environment. Through these resources, you will explore concrete ways to be a truly inclusive manager, as well as how diversity and inclusion relate to workplace equity.
Devex. (2018, March 26). 4 steps for busting unconscious biasLinks to an external site. [Video]. YouTube.
https://youtu.be/K-n7el87Dmo
Finkelstein, S. (2017, July 13). 4 ways managers can be more inclusive. Harvard Business Review Digital Articles, 2–5. http://hbr.org
Lefkowitz, R. (2019, October 28). 6 ways to be an inclusive manager in a diverse workforceLinks to an external site.. LinkedIn. https://learning.linkedin.com/blog/learning-tips/6…
Link, J. (2019, August 25). The difference between workplace equity and equality, and why it mattersLinks to an external site.. Forbes. https://www.forbes.com/sites/forbeshumanresourcesc…
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