Summary M3D1 The Global Workplace: Obstacles and Opportunities, Part I

I was nominated to provide a summary for our group assignment. I will attach all the discussion post related to this topic. By Sunday, reach consensus as a group to prioritize the top three issues identified as a result of analyzing the individual topics assigned at the start of the week. Which may be most significant when working in a culturally diverse workplace? Provide cited information to support the group consensus. Agree on one person to post your consensus, and make sure they follow through. Thanks...
M3D1: The Global Workplace: Obstacles and Opportunities, Part I
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A cohesive team or group structure is an essential component in today’s workplace and requires skill in many areas, including professional and constructive communication; task focus, engagement and leadership; consensus building; conflict management; and resolution of differences. We’ve designed a two-week collaborative activity that will allow you to demonstrate these skills while developing a more complete understanding of key theories and concepts associated with the Capstone learning outcomes.
This collaborative activity uses a case study to summarize, analyze, and evaluate key concepts and theories associated with 1) diversity and cross-cultural issues; and 2) ethical issues that affect competing entities, with particular attention focused on issues affecting underrepresented and disenfranchised individuals and groups. You will draw upon scholarly sources and focus on diversity and cross-cultural issues throughout Week 3 and you will focus on ethical issues throughout Week 4. Each week, you must contribute meaningfully through analysis, synthesis, and the effective use of cited information as evidence.
We intentionally scheduled this collaborative activity to feed into the development of your Diversity and Ethics paper to give everyone the opportunity to gain a deeper understanding of key cross-cultural and ethical issues. We hope you’ll benefit from seeing how others analyze these issues as you’re working on your own research. This collaboration should in turn inform your own individual writing. Remember, you must individually demonstrate mastery of the Collaboration competency to successfully complete the Capstone.
Note:
focus on the skills listed in the first paragraph above. Avoid the temptation to propose solutions.
Case study:
Headquartered in the United States, G2Q is a multinational company specializing in the commodification of water. In response to company shareholders’ demands for higher revenue, the company has adopted increasingly aggressive practices in its quest to acquire controlling rights to regional water resources around the globe. As part of that initiative, the company secretly proposed a profit-sharing agreement with some local leaders in a South Pacific location in exchange for the right to divert more surface and spring water to expand their bottled water production. This has resulted in local protests and work slowdowns at the local plant, which in turn decreased productivity and financial losses.
In an attempt to return to profitability, G2Q brought in managers from company headquarters to displace indigenous people previously hired in supervisory and leadership roles. None of the incoming managers speak the local language, and most complain about what they consider to be substandard living and working conditions.
Most of the employees are members of ethnic minorities from the host country with distinct differences in cultural norms and language preferences. For example, some behave as though they speak no English, while others refuse to make eye contact with managers. Still others appear to agree with everything managers say, then ignore their directions.
One former manager who quit, married a local, and lives in a nearby village has advised the incoming managers that “things are done differently over here” and cautions them against rushing to judgment. That presents a dilemma, as the company CEO has promised all managers a sizeable bonus if the plant regains its formerly profitable status within two years. Otherwise, the company will close down that location, firing the managers and leaving hundreds of people with little hope of finding other employment.
Directions:
Your instructor may organize the class into groups for this activity. Keep all communication in your assigned group discussion area, and be prepared to engage with group members through the week. If no groups are designated, everyone is in the same group and you are responsible for negotiating the work assignments.
As a group, decide who’s responsible for the following, making sure that all topics are assigned:
Cross-cultural differences
Ethnocentrism
Cultural inequities
In-group favoritism
Out-group bias
Inter-group conflict
By Wednesday, group members are to post a meaningful, original contribution (300-400 words) about their assigned topics to their group. The initial contribution should be a succinct yet well-supported analysis of the assigned topic, using the case study as context and synthesizing information and ideas from at least three properly cited scholarly sources. Organize your work properly in multiple paragraphs (just as you would a brief essay) and use correct APA citation format.
Failure to post contributions by Wednesday will lessen the group’s ability to work together effectively. Likewise, minimal participation, arguments, and groupthink will also affect the group. Do not ignore such behavior! Address the resulting conflict in a productive manner.
By Saturday, provide feedback to at least two other group members on their initial contributions. You will need to work together to be sure everyone receives feedback. In your feedback to others, evaluate the depth of information provided and the extent to which cited information was synthesized. Be specific in your feedback. Identify the content you found most substantive; justify your position. Ask probing questions and request clarification where needed; provide reasoned evidence to substantiate your response.
By Sunday, reach consensus as a group to prioritize the top three issues identified as a result of analyzing the individual topics assigned at the start of the week. Which may be most significant when working in a culturally diverse workplace? Provide cited information to support the group consensus. Agree on one person to post your consensus, and make sure they follow through.
Consult the Discussion Posting Guide for information about writing your discussion posts. It is recommended that you write your post in a document first. Check your work and correct any spelling or grammatical errors. When you are ready to make your initial post, click on "Reply." Then copy/paste the text into the message field, and click "Post Reply." 
To respond to a peer, click “Reply” beneath her or his post and continue as with an initial post.
Evaluation
This discussion will be graded using the discussion board rubric. Please review this rubric, located on the Rubrics page within the Start Here module of the course, prior to beginning your work to ensure your participation meets the criteria in place for this discussion. All discussions combined are worth 15% of your final course grade.
M3D1: The Global Workplace: Obstacles and Opportunities Part 1
DOUGLAS ADAM ASH
No unread replies.1919 replies.
Just to start a conversation, I suggest that we comment on each other's papers concerning the topic selected. Things like how your topics work together in that bottling plant.
Maybe assume, we are the 4 people sent and each topic is job assignment in management scenario, we are trying to confront the issues in reorganizing the business.
This just a thought tell me yours.
Doug Ash
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
ThursdayLocal: Mar 28 at 7:32pm
Course: Mar 28 at 8:32pm
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Doug Ash
Inter-group conflict and out-group bias
As a manager charged with turning a poor performing corporate subsidiary around, company expectations for ethical treatment and resource management are required, Cultural norms must be respected, your ability to incorporate international business standards, i.e., concerning the initiative established to expand bottled water production is settled, and no more should ever be said about it publicly or privately.
Business arrangements in Southeast Asia are treated differently and by local standards are acceptable to the host nation. The assignment in this situation would apply conflict management to preserve the company's investment and maintain employees jobs.
By this, I mean to lead by example and expect the same for my management team. Any supervisor displaying out-group bias considering to be living in substandard conditions are warned that we are not above any person or culture, any bias or condescension shown in front of your employees negate any goodwill or fairness.
All management will carry the same message; We are here to bottle water and provide employment to our employees, we hope that our employees will join us in this effort.
 Accept that your behavior can be misinterpreted such as hand gestures, your employees do not speak English or usually make direct eye contact with managers, which in their culture is considered disrespectful.
Your employees have settled into established patterns of intergroup conflicts based on differences in cultural norms and language preferences. Being open to their cultural understanding is key to thoughtful ways to dissipate inter-group conflicts to achieve daily production schedules.
A report on plant turnarounds in Asia points to management failure to set a clear set of rules; without those rules, local workers struggle for personal control because of subcultural differences and local politics distract employees. (Rahim,2001, pg.263)
Authentic management seeks to live as (Fields, 2018, pg. 40) ”effective leaders who are servants because they use effective communication to maintain quality relationships with followers, and work to empower their followers and the entire organization.”
Hopefully, your work pays off; now is the time to look for a cross-cultural group of employees that wants to become a stakeholder in their company and you start a training program to have locals replace most of the ex-pat staff. Use the American employment manual to create a situation where men and women of different cultures learn to share power and includes outsiders to form a successful company.
References:
Alhassan, M. A., Zulkipli, G., & Nizam Isha, A. S. (2014).
Role of Organizational Culture, Organizational Communication, and Temperament in the Choice of Conflict Management Styles among Plant Turnaround Maintenance Employees in PETRONAS Petro-Chemical Companies in Malaysia:
A Conceptual Framework. Global Business & Management Research, 6(4), 262–270. Retrieved from http://vlib(dot)excelsior(dot)edu/login?url=https://search(dot)ebscohost(dot)com/login.aspx?direct=true&db=bth&AN=114813129&site=eds-live&scope=site (Links to an external site.)Links to an external site.
Thomas Brandon Fields (2018) Walden University Press
How Servant Leadership Impacts Interpersonal Conflict Between Employees and Their Supervisors
https://scholarworks(dot)waldenu(dot)edu/cgi/viewcontent.cgi?article=6613&context=dissertations (Links to an external site.)Links to an external site.
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Collapse SubdiscussionCHRISTINA CLARKE
CHRISTINA CLARKE 
FridayLocal: Mar 29 at 12pm
Course: Mar 29 at 1pm
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WALTER LORNADA JONES 
WednesdayMar 27 at 4:39pm
Cultural Inequities
Walter Jones
Excelsior College
March 27, 2019
 Inequity refers to the unfair, avoidable differences that may occur as a result of poor leadership, dishonest dealings or cultural exclusion. Cultural inequity applies to a situation where individuals are unfairly treated because of their cultural background through the use of biased policies and programs. Ordinarily, people who are subjected to cultural discrimination are more likely to feel inferior, and they may also feel alienated from other members in an organization. This paper will examine and explain cultural inequality is exhibited in an organization and how it affects employees.
 It is necessary for manager and leaders in organizations to embrace opportunities and understand the challenges that face a diverse workplace including the problems that arise from perceived or actual inequities. Without resolutions, inequities have the potential to ruin employee's moral and this can impact the bottom line of business. Inequities and unfairness in a company can be exhibited through unequal opportunities, power and unequal payments (Berry & Bell, 2012). In the given case, cultural inequity can be seen in how the manager of Q2Q Company are mistreating the indigenous people for their gain; the company has decided to displace individuals from these communities who are in supervisory and leadership positions.
 Additionally, there is a need for the managers of Q2Q Company to promote cultural diversity in the organization by appreciating the differences that exist among its employees. Cultural diversity may have both negative and positive impacts on the firm. The undesirable outcomes may include interpersonal conflicts and dysfunctional adaptation behaviors while the beneficial effects may include the development of in-house talent which facilitates the success of a company (Martin, 2014). Q2Q employees are members of ethnic groups with different cultural norms and language preferences. It is necessary for managers to address the issues related to cultural inequity in the workplace, this is possible through promoting cultural diversity where the workers feel that they are being integrated into formal and informal networks in a firm and this can promote a positive working environment (Leng & Yazdanifard, 2014).
 In conclusion, this paper has explained what cultural inequity is and how it may exist in a company. This issue can be dealt with through promoting cultural diversity were employees’ differences are recognized. Failure to address inequities in a company can result in matters such as resistance and conflicts which can negatively affect the productivity of an organization.
References
Berry, D. & Bell, M.P. (2012). Inequality in organizations: Stereotyping, discrimination, and labor law exclusions. Equality, Diversity, and Inclusion: An International Journal, 31(3), 1-24.
Leng, Z.C. & Yazdanifard, R. (2014). The Relationship between Cultural Diversity and Workplace Bullying in Multinational Enterprises. Global Journal of Management And Business Research, 14(6), 1-8.
Martin, G. C. (2014). The Effects Of Cultural Diversity In The Workplace. Journal of Diversity Management, 9(2), 89-92.
Edited by CHRISTINA CLARKE on Mar 29 at 12pm
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Collapse SubdiscussionCHRISTINA CLARKE
CHRISTINA CLARKE 
FridayLocal: Mar 29 at 12:06pm
Course: Mar 29 at 1:06pm
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Walter's doc.
Edited by CHRISTINA CLARKE on Mar 29 at 12:06pm
M3D1 Cultural Inequities.docx
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
FridayLocal: Mar 29 at 1:13pm
Course: Mar 29 at 2:13pm
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Hello Walter 
You write very well, and my comment is since this southeast Asia, how would you incorporate the current population's cross-cultural opinions of each other, into the company cultural equity policy? I am posing this as a talking point only to bring up their strong views, different groups and or tribes have about each other. 
Having outside ex-pat leadership in their country has been going on for hundreds of years, and they tolerate at best.
Doug Ash
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Collapse SubdiscussionWALTER LORNADA JONES
WALTER LORNADA JONES 
YesterdayLocal: Mar 30 at 12am
Course: Mar 30 at 1am
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Doug,
First, I would undertake a comprehensive assessment and create a strategy of enactment for future cultural development in that region. Then I would bridge and share plans to build a strong and interconnected relationship to reverse the economic climate to give the people a sense of hope and aspiration. This would be my baseline to start with, and I would continue to refine ways to improve the efforts of communication.
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Collapse SubdiscussionED BECKER
ED BECKER 
YesterdayLocal: Mar 30 at 8:17pm
Course: Mar 30 at 9:17pm
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The synthesized information has highlighted cultural inequality as the core issue facing the prosperity of the company. The facts and evidences from the cited sources vividly determine one of the root causes of the problem in the case study. Above all the post has recommended the best strategy to be deployed in order to solve the problem.
All the journals contain up to date information which is relevant to the topic of discussion, and the contents of the journals portray proofs of evidence. The type of information provided by the sources is academic and its publication is reliable, moreover, the information is easy to navigate, the sub-topics included are in-depth and relevant to the major topic. The information I find most substantive and meaningful was the idea that leaders and managers have to face the issues of inequity head-on in order to address the problems it creates in the workplace. One of the main issues G2Q was facing was properly identifying the cultural differences between themselves, and the indigenous people. This content proves how vital it is to not only properly identify such differences but also the inequality they cause. 
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Collapse SubdiscussionLUIS F ROMERO
LUIS F ROMERO 
YesterdayLocal: Mar 30 at 7:19pm
Course: Mar 30 at 8:19pm
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Walter.
Good job pointing out specific examples from our scenario. It is unfortunate that the G2Q company is fostering an environment of so much prejudice. I think that the company needed much more cultural training before setting up this operation.
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Collapse SubdiscussionLUIS F ROMERO
LUIS F ROMERO 
YesterdayLocal: Mar 30 at 7:16pm
Course: Mar 30 at 8:16pm
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Doug,
 You had good examples of inter-group conflict. I'm sure as the months go by, our imaginary company will only have more and more of these issues. Partially due to rising pressure and tensions.
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Collapse SubdiscussionED BECKER
ED BECKER 
YesterdayLocal: Mar 30 at 8:41pm
Course: Mar 30 at 9:41pm
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The content of the post suggests conflict management as one solution to the problem within the case study. The student gathers facts, ideas, insights, and opinions from different websites to contribute to the major topic. What I find most meaningful about the post is the idea that the company should strive to be as inclusive as possible in order to make the company run smoothly. The evidences and case studies such as report turn around in Asia justify the statement on cultural differences. Further, the post highlights the policies managers should implement to eradicate cultural differences and biases in organizations.
Though one of the students cited source was outdated, it still provided relevant information. Most of the sources are current, some are retrieved from universities and research institutions. The information provided is academic and free from biases.
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
ThursdayLocal: Mar 28 at 7:34pm
Course: Mar 28 at 8:34pm
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Guys 
Let's post our work so we can read each other's work, soon or we will run out of time;
Doug
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
FridayLocal: Mar 29 at 5:31am
Course: Mar 29 at 6:31am
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Good morning,
We need to post by 9 am, or we can not hope to finish, so come on guys pull this together and submit your work. 
Time has run out; let's get this done.
Doug Ash
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Collapse SubdiscussionCHRISTINA CLARKE
CHRISTINA CLARKE 
FridayLocal: Mar 29 at 12:07pm
Course: Mar 29 at 1:07pm
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Cross-cultural differences
Ed Becker
Excelsior College
For multinational companies, Cultural differences will always be a vital aspect of the workplace. Managers have a duty to ensure that cultural differences do not become a hindrance on the business. Today there seems to be increased awareness of these differences, but we still have a long way to go to be able to understand and embrace them. Jim Fries a partner a human resources and business consulting firm says “people are seeking to communicate internationally in a way other cultures understand. This means an increased awareness of the complexity and differences between people.” (MCNAUGHTON, 2015, P. 2)
Businesses like G2Q, and their host country's native people have faced these cross-cultural differences since global business has existed. For multinational enterprises, challenges arise from differences in cultural values between managers with different national backgrounds and from the strength of location-specific cultural norms within the host countries (Maznevski, Chui, Athanassiou, & Waeger, 2013) Some cultural differences companies and employees may face are religion, etiquette, gender roles, communication, values, and tradition. From the case study, it seems that G2Q is disregarding these differences despite creating a negative work environment, in order to gain back profitability as soon as possible.
One of the biggest differences between these two groups is their low and high context culture. For Low context countries like America and the UK, communication is usually clear and understood, however in high context cultures communication is implicit and has more shared content. Despite these differences, low context cultures tend to avoid silence when communicating, and uncomfortable conversations whenever possible. In high context cultures like Asia communication is often direct and more straightforward, while maintaining as much respect as possible. This creates a lack of effective communication and managers will avoid certain conversations in order to prevent confrontation. This lack of transparency makes it harder for the employees, and managers to develop trust, and open lines of communication.
Trust is also a very vital aspect of international businesses. Trust helps bridge the gap between managers and employees, while also influencing open communication. The manager that quiet and married a local has become assimilated with the culture and is able to objectively view these cultural differences and the potentially harmful business practices of G2Q. He urges them not to rush into judgment because it will take time for all these employees to acclimate to each other a differences, and start taking into account these differences when making company decisions that will directly affect the employees.
International companies like G2Q and host countries will always face obstacles when it comes to cultural differences, and few people have received the training needed for cultural competence (FERNSLER, 2018) It is vital for the wellbeing of the relationship between the company and employees that business take the time to learn the culture and be as respectfully transparent as possible. These differences can be positive or negative depending on the system the business has set in place, but disregarding the indigenous people will only cause a negative work environment, and cultural conflict.
Reference
MCNAUGHTON, N. (2015). Diversity: it’s more than cultural differences. Business in Calgary, 25(4), 68–74. Retrieved from http://vlib(dot)excelsior(dot)edu/login?url=https://search(dot)ebscohost(dot)com/login.aspx?direct=true&db=bth&AN=102662084&site=eds-live&scope=site (Links to an external site.)Links to an external site.
DUCKJUNG SHIN, HASSE, V. C., & SCHOTTER, A. P. J. (2017). Multinational Enterprises within Cultural Space and Place: Integrating Cultural Distance and Tightness-Looseness. Academy of Management Journal, 60(3), 904–921. https://doi-org(dot)vlib(dot)excelsior(dot)edu/10.5465/amj.2015.0423 (Links to an external site.)Links to an external site.
Fernsler, T. (2018). Coming to Grips with Diverse Cultures. Nonprofit World, 36(3), 38. Retrieved from http://vlib(dot)excelsior(dot)edu/login?url=https://search(dot)ebscohost(dot)com/login.aspx?direct=true&db=bth&AN=132139321&site=eds-live&scope=site
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Collapse SubdiscussionCHRISTINA CLARKE
CHRISTINA CLARKE 
FridayLocal: Mar 29 at 12:11pm
Course: Mar 29 at 1:11pm
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from Luis,,,
Sorry for the odd structure of my original post. I am resubmitting it so it's easier to read.
In-group favoritism is the act of favoring your in-group over other out-groups. Ethnocentrism is evaluating other cultures according to preconceptions one has created from their own culture. Essentially, these concepts often affect one another or work hand in hand. One can choose to use in-group favoritism because of their ethnocentric biases. This paper will analyze and explain how a company like G2Q and its employees can easily fall into using in-group favoritism and ethnocentrism. 
In-group favoritism is known as a pattern of favoring one’s in-group over another. Although one may like another group, this bias encourages a person to us the mentality of “us over them”. In the case study, much of the in-group bias comes from the locals as a form of solitude towards their former coworkers. The remaining local workers have resorted to acting as if they do not understand English, refusing to make eye contacting, and listening at the moment, but ignoring the directions. As stated in High task interdependence: job rotation and other approaches for overcoming ingroup favoritism “Membership of an ingroup directly impacts cognitive and motivational processes and thus may entail preferential treatment of ingroup members, discriminatory behavior toward individuals outside these in groups as well as mistrust between ingroup and outgroup (Brewer and Yuki, 2007; Dasgupta, 2004)” (Wagner, Grigg, Mann & Mohammad, 2017). These workers much rather work with other locals because of the comfort level and because they are all of the same in-group.
Another example of in-group favoritism is the fact that G2Q brought in managers from company headquarters to replace the indigenous workers in leadership roles. Although their purpose was to return to profitability, replacing the current workers with people already in your company is a form of bias.
Management choosing current workers is considered ethnocentrism. This bias is known as an assumption bias because one is basing their views on another culture by comparing it to one’s own. In our case study, G2Q has chosen people that they know mirror their own views. They are assuming these individuals will fulfill their job while working off of the culture they all share as Americans. It is also important to acknowledge the ethnocentrism within the company. A former employee advised newcomers about being patient and willing to work differently, but the company is more worried about making a profit than building cultural ties in their host country.
In conclusion, in-group favoritism and ethnocentrism run deep within this case study from both parties. It is important that one remembers often these biases go hand in hand, especially when it is in a case such as this. The host country established its in-group favoritism by being uncooperative with the new workers. As for G2Q, they have done their fair share of bias by hiring within their company, firing the locals in leadership positions, and not being willing to adhere to the locals' way of life.
References
Axt, J. R., Moran, T., & Bar-Anan, Y. (2018). Simultaneous ingroup and outgroup favoritism in implicit social cognition. Journal of Experimental Social Psychology, 79, 275–289. https://doi-org(dot)vlib(dot)excelsior(dot)edu/10.1016/j.jesp.2018.08.007
Michailova, S., Piekkari, R., Storgaard, M., & Tienari, J. (2017). Rethinking Ethnocentrism in International Business Research. Global Strategy Journal, 7(4), 335–353. https://doi-org(dot)vlib(dot)excelsior(dot)edu/10.1002/gsj.1159
Wagner, J., Grigg, N., Mann, R., & Mohammad, M. (2017). High task interdependence: Job rotation and other approaches for overcoming ingroup favoritism. Journal of Manufacturing Technology Management, 28(4), 485-505. doi:http://dx(dot)doi(dot)org(dot)vlib(dot)excelsior(dot)edu/10.1108/JMTM-11-2016-0160
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
FridayLocal: Mar 29 at 1:46pm
Course: Mar 29 at 2:46pm
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Good Afternoon Ed
I liked your comparisons, explaining the high and low context cultures. Your research is a great way to shift mindsets while working in Asia. Your explanation of trust is vital because of the many misunderstandings that occur just in language barriers alone and transparency when conducting business is an excellent way to show we are all capable of mistakes and more importantly, how we recover from them, especially in Asia.
Doug Ash
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
FridayLocal: Mar 29 at 2:16pm
Course: Mar 29 at 3:16pm
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Good Afternoon Luis
I liked your research concerning job rotation, you have selected an excellent way to not only train your employees but break them out of their comfort zones that often allow different subgroups to work together, without volunteering. But I would ask if you had considered many companies policy of promoting from within and how does this apply to ingroup favoritism? Just a thought and thanks for your paper.
Doug Ash
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Collapse SubdiscussionLUIS F ROMERO
LUIS F ROMERO 
YesterdayLocal: Mar 30 at 7:21pm
Course: Mar 30 at 8:21pm
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Ed,
You have a fantastic paragraph about the differences in communication styles. This is probably a frequent issue within international corporations. 
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Collapse SubdiscussionCHRISTINA CLARKE
CHRISTINA CLARKE 
FridayLocal: Mar 29 at 12:09pm
Course: Mar 29 at 1:09pm
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Copied from main discussion board (Walter's post)
Ed,
The ability to communicate effectively will translate into a better relationship in the global market. Today, some corporations invest in having translators to bridge communication barriers or divides. I agree with your concept that G2Q seems to focus on profitability rather than the issue surrounding cultural differences. "The biggest mistake people make is to look at issues only through their eyes. There are major and minor cultural differences, and we cannot be effective in our area of business if we don't understand them and embrace them" (Ribbink, 2002, p. 5(11), 3. The lack of trust is evident between the employees and managers as a result of the local protest. At this stage, do you believe the corporation will be able to restore trust within the local community after what is seen an insensitive alternative approach to displace worker?
References
Ribbink, K. (2002). Seven Ways to Better Communicate in Today's Diverse Workplace. Harvard Management Communication Letter, 5(11), 3. Retrieved from http://vlib(dot)excelsior(dot)edu/login?url=https://search(dot)ebscohost(dot)com/login.aspx?direct=true&db=ufh&AN=7716591&site=eds-live&scope=site
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Collapse SubdiscussionDOUGLAS ADAM ASH
DOUGLAS ADAM ASH 
FridayLocal: Mar 29 at 2:41pm
Course: Mar 29 at 3:41pm
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Good Afternoon
I enjoyed reading everyone's work, and I realized that some of you are much better at presentation than I am. So, through my recognition of this and the fact, we have to provide a summary of the lesson.
I at this moment nominate Walter Jones.
V/R
Doug Ash
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Collapse SubdiscussionLUIS F ROMERO
LUIS F ROMERO 
YesterdayLocal: Mar 30 at 7:30pm
Course: Mar 30 at 8:30pm
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As per the assignment page:
By Sunday, reach consensus as a group to prioritize the top three issues identified as a result of analyzing the individual topics assigned at the start of the week. Which may be most significant when working in a culturally diverse workplace? Provide cited information to support the group consensus. Agree on one person to post your consensus, and make sure they follow through.
We need to decide on someone to submit our consensus. After reading your essays, my 3 favorite topics are Cross-cultural differences, Ethnocentrism, and In-group favoritism. I am not very picky though so we can pick whichever.