Describe leadership in group and in your opinion what is characteristics succesful teamwork.

(chapter 8 – interpersonal skill), Conflict will rise in any group of people. Please explain how should
you resolve conflict when you emerge in the group.

Leaders need strong emotional intelligence and outstanding interpersonal skills. Emotional
intelligence is the capacity to identify and manage emotions in ourselves and in others. With
emotional intelligence, leaders communicate, both verbally and nonverbally, and connect with others
much more effectively. Emotional intelligence is directly linked to leadership abilities and overall
professional performance; it is a strong predictor for academic performance, job performance,
negotiation, leadership. In addition, leaders’ emotional intelligence affects the climate and morale of
the organizations and groups in which they participate and lead: “ ‘Emotions are contagious.”

Having interpersonal skills is actually only one of the many soft skills we need to be successful
at work and as leaders. In fact, one researcher found ten soft skills were “perceived the most
important by business executives”:

1. Communication—oral, speaking capability, written, presenting, listening

2. Courtesy—manners, etiquette, business etiquette, gracious, says please and thank you, respectful
3. Flexibility—adaptability, willing to change, lifelong learner, accepts new things, adjusts, teachable
4. Integrity—honest, ethical, high morals, has personal values, does what’s right
5. Interpersonal Skills—nice, personable, sense of humor, friendly, nurturing, empathetic, has self-
control, patient, sociability, warmth, social skills
6. Positive Attitude—optimistic, enthusiastic, encouraging, happy, confident
7. Professionalism—businesslike, well-dressed, appearance, poised
8. Responsibility—accountable, reliable, gets the job done, resourceful, self-disciplined, wants to do
well, conscientious, common sense
9. Teamwork—cooperative, gets along with others, agreeable, supportive, helpful, collaborative
10.Work Ethic—hard working, willing to work, loyal, initiative, selfmotivated, on time, good
attendance

Please explain why effective missions and visions statements are important in organization.
(chapter 13), please distinguish vision and mission. Please write an example effective vision and
mission on well known company.

Effective mission and vision statements are important to an organization for the following reasons:
1. They inspire individual action, determine behavior, and fuel motivation.
2. They establish a firm foundation of goals, standards, and objectives to guide planners and
managers.
3. They satisfy both the organization’s need for efficiency and the employees’ need for group identity.
4. They provide direction, which is particularly important in times of change, to keep everyone moving
toward the same goals.
An organization’s success can be facilitated by having a clearly stated, credible, intelligible, actionable,
and meaningful vision and mission statement.

A mission is a statement of the reason an organization exists that is intended primarily for internal
use. It should ensure that employees understand the organization’s purpose by defining its basic
products or services. It should establish a single, noble purpose and an enduring reality.
A vision statement establishes the leader’s purpose and the organization’s aspirations. It
describes an inspiring new reality, achievable in a well-understood and reasonable time frame.
Organizations often use visions for internal and external audiences, although their greatest purpose
is usually to guide internal actions. Motivational visions should reflect the company leaders’
willingness to project into the future.

What sources diversity. Explain the effect or influence of diversity in communication. What is your
approach in facing cultural differences in communication. Please also describe the distingntion high
and low context

Gender, race, age, physical ability, nationality, religion, and language are the tip of the iceberg, mostly
visible on first meeting someone, although nationality and religion may not be obvious. These and the
other differences suggest only the surface of culture with many core values and beliefs that affect
behavior hidden below. An appreciation for all of the differences below the surface will increase a
leader’s emotional intelligence and greatly improve his or her interpersonal skills and ability to
communicate effectively with today’s typically diverse workforce.

To connect and communicate, we should adopt the following approaches to any cross-cultural
encounter, whether visiting another country, interacting in a new social medium, or meeting
someone in our own backyard:

1. Be open and respectful. All cultures are valuable and important, and no individuals are better or
right or wrong in the way they think or act. We need to be open and value the differences. We
also need to respect individuals from all cultures, finding out what respect “looks like” to them.
2. Know the social customs. Use any of the numerous guides to the social customs to avoid the
obvious and potentially dangerous gaffes caused by ignorance. Whether shaking hands,
exchanging business cards, or dining, when attempting to connect and communicate with
individuals from a culture other than our own, we must know the expectations and behave
appropriately.
3. Learn as much about the culture, history, people, and even languages as reasonable. When we
move outside our own culture into another, we realize the value of learning as much as possible
about the culture. If we plan to do business with another country for any length of time, we will
ideally want to learn the language, while still realizing that, if we are not fluent, we should use an
interpreter before entering into business discussions or decisions.
4. Obtain pointers and feedback from members of the culture. Having colleagues and friends in
different cultural communities is invaluable, and we should call on them to help us and coach us.
5. Be patient, be flexible, and value the time needed to develop relationships. Remember,
cultures differ in their view of time, and when traveling for business meetings, for example, we
need to allow enough time and avoid being rushed. We also need to realize relationship building
is important in high-context cultures, and we need to build in adequate time for it to occur.
6. Keep a sense of humor. We have to be able to laugh at ourselves and know others will appreciate
our ability to do so as well.
7. Keep language simple and avoid jargon. All languages are full of idioms and slang, so whenever
working across language differences, we need to keep our language as free of jargon and
colloquialisms as possible. For example, in English, we frequently use sports and war metaphors.
Many of these will not translate well.

low-context cultures depend on explicit verbal messages and rely less on interpersonal relationships
for meaning in communication. They tend to value facts and figures, are very direct and to the point
when communicating, and expect contracts and legal agreements in business dealings.
High-context cultures rely more extensively on interpersonal relationships to understand meaning and
place less importance on verbal messages and more on nonverbal, such as tone, gestures, and facial
expressions. They emphasize trust, intuition, and the importance of getting to know people. These
cultures tend to be community- oriented, valuing group harmony and consensus over individual
accomplishments. Saving face is important to them. Their communication style tends to be indirect.

External communication – please identify a list of possible stakeholders or audience. Please describe
the stakeholders in term of importance and difficulties to read. What characterize effective message
to external audience

1. Media
2. Community
3. Customers
4. Investors
5. Analysts
6. Board
7. Partners
8. Distributors
9. Suppliers or vendors
10. Trade associations
11. Unions
12. Interest groups
13. Retirees
14. Competitors
15. Government agencies
16. Public at large

Once the organization has identified its stakeholders, it needs to establish priorities for reaching each
one with its general message as well as specific messages tailored to individual groups. Again, the
messages must be consistent, although they may differ slightly in their wording to ensure that the
audiences understand them. While companies need to be careful not to exclude any audience or
minimize its importance, priorities are necessary to an organized approach. Organizations need to
determine how important as well as how difficult it is to reach each stakeholder.

most of the interferences and distortions of their messages if they ensure they conform to the
following criteria:
1. Honest
Not all audiences can see through false or deceptive messages, but an organization can do more
harm to its reputation by getting caught lying than by telling an unpleasant truth. Honesty should
be one of the underlying values and guiding principles of an organization’s communication
activities for external audiences as it is with internal audiences.
2. Clear
Assuming that our messages are clear is often not enough when dealing with external audiences.
Just as we must scrutinize important nternal messages, we should also test messages for external
audiences to ensure that they will understand the messages as intended. Companies often use
focus groups for this purpose.
3. Consistent
Consistency is essential in the messages an organization delivers to its public. Internal and external
messages must be consistent. Also, messages delivered to different audiences through different
networks must be consistent. Consistency does not mean messages cannot be tailored to the
 different stakeholders. The wording must be targeted to the specific audience, and it may differ
slightly or the emphasis may shift to accommodate the varying needs and interests of different
stakeholders, but the core message must remain the same.
4. Meaningful
the messages must be meaningful. Too often, companies water down their external messages so
much that they no longer communicate any substance. Messages need to be concise and simple,
but they also need to contain enough real information to be meaningful to any audience.

In summary, when developing external messages, an organization’s leaders need to spend the
time to ensure that all messages are honest, clear, consistent, and meaningful. The time spent in the
beginning will be fully justified if it avoids confusion or negative communication to any stakeholder.
In the end, it is the organization’s reputation that will suffer, and trying to correct misconceptions or
a negative image is much more difficult than spending the time upfront to communicate with all
stakeholders effectively.

Notes: Solve conflict, effect and influence diversity in communication, the stakeholders in term
of importance and difficulties to read