In my experience the basic similarity was the need for good communication. I was working within my own country so cultural differences were not an issue, but working with another company, learning their business practices and culture was a part of putting together the team. You still need to look for people that will share the commitment and vision, people with the right skills etc.

I think that if you want to have a more diverse team for a career college, one needs to review your recruiting area. It would serve you well to look for a variety of people, some who may be older, perhaps former teacher or counselors. They understand the language needed to get you access to some high schools. You must also consider culturally, is there a representation of all areas on your team. In career schools, students like to see someone like themselves on campus. I like the ideal listed in this module of asking current staff members of the desired groups for recommendations. Give incentives to assist in recruiting.

I would have to agree,not only cultural and ethnic differences but individual differences should be respected.I think you get much more out of individuals when they feel you care or understand their situations.

What methods have you employed, or would you employ, to recruit diverse talent for your career school team? How would you foster an inclusive team environment so that such talent would be nurtured?

The simple concept of diversity is to respect individual differences that are based on cultural values, customs and mores." Do you agree or disagree with this statement. Why?

How can you foster team collaboration with virtual teams?

What are some challenges in managing a virtual team?

Would you manage or coach a virtual team the same as if team members were physically present? Please explain.

What are some similarities and differences among a virtual team and a traditional onsite team? What characteristics might both types of teams share?

I remember when I was more a participant in a meetings. I would sit back and observe my peers and how they acted towards the presenter. I took from the meeting what I put in. When I was more active, I felt like a part of the meeting and my opinion was appreciated. I don not enjoy meetings that become disciplinary meetings. In my past and current positions,I have become the one leading most of the meetings at the campus. I see myself following some of the same bad habits that are referenced in this training module. I think that I will revist this training periodically to ensure that I practice what I preach. Great training module for all that conduct meetings.

How do you respond to criticism that is personal and emotionally charged in a professional environment? When and how do you draw the line?

Is the Feedback important to build a good relationship between a good team work?

Hello: I teach accounting and with it there are many concepts that must be learned in a specific order. It is important that I keep the student focused on the goal of completing the course and still want to learn the material. I need to find a balance between motivation and learning while still being sure that the material is being understood. If my feedback is to strong then they will close up and be unwilling to move to the next concept. My open feedback to the class is that you might not understand it now or next week but the light bulb will go off. You will find that this is the greatest feeling you will have in school is when you on your own finally figure something out. I stress never give up keep chipping away a little at a time and it will come to you.

Poor Communication can the major downfall of any organization. It is critical that all communication be clear, complete, and mutual in understanding between managers. Has anyone experienced a time when this has broken down?

I have found that the 10 minute rule is right on target. I try to speak for 10 then do some sort of activity for 10 then speak again. I also add in a mini summary about half way through the presentation to help keep wandering minds on task, especially my mind!

When giving feedback I think you shouldnt go in assuming anything. Look at facts. Did your boss not do something correct. Did the team you manage not turn in the report on time. All facts. If I assume that the guy whose eyes are always closed at the computer terminal isnt going to finish his report and I initiate a feedback session before the I can see if its true,am I wasting my time?

I start my class with my presentation. It's pretty much about summarization of textbook. Students already read the chapter that I present in class and know about the content. So they usually do not have any questions. Just close the presentation without receiving questions? or can you suggest some solutions to make my students ask me questions?

How do you overcome a poor evaluation when it is mandated to utilize lengthy Powerpoints and the evaluator is your supervisor who is not familiar with the content?

In public speaking keeping note cards is imperative to have to keep on track and minimize tangents especially if you have a large amount of information on the subject. I have found that in teaching and presenting that the same is true. A prepared set of material to be covered in each days lecture helps an instructor to give the perception of being prepared and ready for the task at hand. Also a good outline of the information to be covered assures that material should not be missed as well. On the other hand A presentation can be ruined if the presenter is using the note cards as a shield and reading from them entirely. In my experience I have also found that the preparation of the notes allows me to finalize the presentation in my memory and allow me to get back on track if an interruption occurs or there is a pressing question that needs to be answered.

Managers sometimes choose between transactional and transformational leadership styles. Transactional leaders focus more on performance and results; transformational leaders prefer to focus on shared values. Sometimes the values discussed in tranformational conversations touch on personal beliefs that one may feel are not relevant to the job. How can you express to your manager that you feel your performance should not be judged by how deeply you embrace stated values?