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MST 1110 Study Guide - Native American Graves Protection And Repatriation Act

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oys1112
4 May 2022
School
Aurora University
Department
Museum Studies Minor
Course
MST 1110
Professor

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Document Summary

Empathy allows you to create an environment of open communication and more effective feedback. It allows us to understand and explore problems employees face and how to help them resolve them. Being empathetic with your employees helps to validate what they"re going through. Neutrality is known to bring the absence of decided views, expressions, or strong feelings to a specific subject. A museum not taking a side on a specific side. A museum saying that they are not neutral can allow for more open-minded conversations. Museums are known to be trusted institutions. They are known to being places where many people can be able to find and also tell stories about themselves or others. No one will ever put on an exhibition by accident. Everything in a museum will usually be shaped by the politics of the world that had made the museum.

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Related Questions

When addressing a hospital's initiative of improving employee satisfaction by increasing nurse's salaries, what type of communication plan should be considered when describing how information will be disseminated to stakeholders including the communication strategies to be used and justification for each, the types of communication channels to be used, and how the communication plan supports what you hope to achieve with the strategic initiative. Articulate the specific leadership skills you will use to facilitate collaboration and communication between stakeholders.

TAX AND AUDIT DEPARTMENT

Discussion

In this Unit, you will evaluate and address culture anddiversity in the workplace. Before continuing on to answer thequestions, review the following PREZI™ presentation: “Understandingthe Cultural Dimensions of an Organization.”

Read the article “Getting a Read on Corporate Culture”

Read the information on IFRS.

Additionally, your internship/externship employer should haveprovided you with an employee manual that outlines theorganizational policies and procedures. An important part of anyemployee manual is the organization’s policy statement on cultureand diversity. If your internship/externship employer does not havea policy statement with regard to culture and diversity, you willneed to analyze the organization's position on culture anddiversity based on your experiences and observations.

Answer the following questions about your experiences andobservations at your internship/externship organization with regardto cultural literacy in personal and professional environments:

What are some basic dimensions that describe the culturalorientation of your externship employer organization?

What are some of the major characteristics of diversity in yourexternship employer organization?

What privacy issues impact stakeholders in your externshipemployer organization?

Based on your observations, are there motivational differencesbetween employees across cultures in your externship employerorganization?

Be sure to discuss the following topics within your answerpost:

Apply cultural literacy in personal and professionalenvironments.

Respect for other cultures

Communicate and adopt across cultures

Impact of actions on you and others

Aware of the value of and limitations

Sources:

The Society for Experiential Learning and Development (2012).Understanding the cultural dimensions of an organization [PreziPresentation]. Retrieved fromhttp://www.seld.us/understanding-the-cultural-dimensions-of-an-organization/

Career Arc Group (2012). Getting a read on corporate culture.Retrieved fromhttp://www.internships.com/student/resources/workplace/the-first-few-days/getting-a-read-on-corporate-culture

CASE APPLICATION 1 Passion for the Outdoors and for People Atits headquarters in Ventura, California, Patagonia’s office spacefeels more like a national park lodge than the main office of a$400 million retailer.100 It has a Douglas fir staircase and aportrait of Yosemite’s El Capitan. The company’s café servesorganic food and drinks. There’s an infant and toddler child-careroom for employees’ children. An easy one-block walk from thePacific Ocean, employees’ surfboards are lined up by the cafeteria,ready at a moment’s notice to catch some waves. (Current wavereports are noted on a whiteboard in the lobby.) After surfing orjogging or biking, employees can freshen up in the showers in therestrooms. And no one has a private office. If an employee doesn’twant to be disturbed, he or she wears headphones. Visitors areevident by the business attire they wear. The company encouragescelebrations to boost employee morale. For instance, at the Renostore, the “Fun Patrol” organizes parties throughout the year.Attracting people who share its strong passion for the outdoors andthe environment, Patagonia motivates its loyal employees by givingthem responsibility for the outcomes of their work and a high levelof task significance that their work is meaningful because itcontributes to the purpose of protecting and preserving theenvironment. Source: Rich Reid/Glow Images Patagonia has long beenrecognized as a great workplace for mothers. And it’s also earned areputation for loyal employees, something that many retailersstruggle with. Its combined voluntary and involuntary turnover inits retail stores was around 25 percent, while it was only 7percent at headquarters. (The industry average for retail is around44 percent.) Patagonia’s CEO Casey Sheahan says the company’sculture, camaraderie, and way of doing business is very meaningfulto employees and they know that “what they do each day iscontributing toward a higher purpose—protecting and preserving theareas that most of them love spending time in.” Managers arecoached to define expectations, communicate deadlines, and then letemployees figure out the best way to meet those. Founded by YvonChouinard (his profile as a Leader Who Made a Difference can befound on p. 134), Patagonia’s first and strongest passion is forthe outdoors and the environment. And that attracts employees whoare also passionate about those things. But Patagonia’s executivesdo realize that they are first and foremost a business and, eventhough they’re committed to doing the right thing, the companyneeds to remain profitable to be able to continue to do the thingsit’s passionate about. But that hasn’t seemed to be an issue sincethe recession in the early 1990s when the company had to make itsonly large-scale layoffs in its history.

QUESTIONS: 1. According to Maslow's hierarchy, which basic needsdoes the Patagonia culture meet? What would it be like to work atPatagonia? (Hint: Go to Patagonia’s website and find the section onjobs.) What’s your assessment of the company’s work environment?(20 points)

2. Use the expectancy theory and/or the equity theory ofmotivation to explain how feeling underpaid might affect the workof a Patagonia associate and what a manager can do to increase theemployee's motivation. (20 points)

3. What do you think might be Patagonia’s biggest challenge inkeeping employees motivated? If you were managing a team ofPatagonia employees in the retail stores, how would you keep themmotivated? (20 points)