Being An Authentic, Equitable, and Inclusive Manger: Part 3 To complete Part 3 of the Assignment, you will again assume the role of a manager in the follow
Being An Authentic, Equitable, and Inclusive Manger: Part 3
To complete Part 3 of the Assignment, you will again assume the role of a manager in the following scenario:
Your peer mentoring group for managers held its first meeting two weeks ago, during which you and other managers shared your thoughts on authenticity, equity, inclusivity, and how your values and beliefs have been shaped throughout your life. In last week’s meeting, your master mentor asked each member to use the thoughts and reflections from the first meeting to develop your personal code of ethics and to propose how your skills and abilities to influence positive social change. In this week’s meeting, the master mentor has asked you to summarize your findings from Week 9 – Part 1 and Week 10 – Part 2 into a concise and formal presentation with a script (speaker notes) that you could use to present these ideas to new managers when challenging them to think about and apply these concepts.
As you prepare your slide deck, be sure to cover all items outlined. Also be sure to incorporate references to appropriate academic sources from Week 9 and Week 10, such as those found in the Learning Resources or those in the Walden Library.
To prepare for this Assignment:
· Review your Week 9 Assignment on Authenticity, Equity, and Inclusivity and Core Beliefs and Values. Be sure to note any feedback provided by your instructor.
· Review your Week 10 Assignment on Analyzing Personal Codes of Conduct, your own Personal Code of Conduct, and your proposal on how you might use this Code of Conduct in conjunction with emotional intelligence to be an effective agent for positive social change. Make any updates needed to your Personal Code of Conduct.
Submit your 5- to 7-slide presentation, being sure to address the following sections:
Authenticity, Equity, and Inclusivity (approximately 2–3 slides)
Create a profile of an authentic, equitable, and inclusive organization to present as an exemplar. You may use aspects of existing organizations you have researched or employ your creativity to illustrate what you would consider the ideal environment. Through your slide bullets and speaker notes, be sure to address the following:
· What is the organization's culture as it relates to authenticity, equity, and inclusivity?
· What are some aspects of managerial behaviors that reflect this culture?
· How does this culture impact the success of individuals and of the organization as a whole?
Your Personal Code of Ethics (approximately 1–2 slides)
Present your revised personal code of ethics.
· In your speaker’s notes, summarize how your core beliefs, values, or principles guide your behavior and decision making as a manager.
· Also, justify the importance of having such a code of ethics to guide your decision making, relating to at least one example of a difficult decision you have made in accordance with this code of ethics. Note: This example could be from your personal experiences, or you may create a situation that you could imagine facing as a manager.
You as a Change Agent (approximately 2–3 slides)
· Describe two specific examples of how a code of ethics, in conjunction with the management and leadership skills you learned in this course, can be used to help you be an effective agent for positive social change. You may pull examples from your own personal experience or from other professionals you have observed or whose stories you have found through your own research.
Managing People & Promoting Collab
Week 9 Learning Resources
Authenticity at Work
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, April 27). There’s a fine line between helpful and harmful authenticityLinks to an external site. . The 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 leadership Links to an external site. . Korn Ferry. https://www.kornferry.com/insights/articles/authentic-leadership-emotional-intelligence
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://www.youtube.com/watch?v=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 workforce Links to an external site. . LinkedIn. https://learning.linkedin.com/blog/learning-tips/6-ways-to-be-an-inclusive-manager-in-a-diverse-workforce
· 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/forbeshumanresourcescouncil/2019/08/15/the-difference-between-workplace-equity-and-equality-and-why-it-matters/#43cae3353d31
Important Documents for The Week
Document: Week 9 Assignment Template (Word document)
,
Managing People & Promoting Collab
Week 10 Learning Resources
Being An Ethical Manager
What does it mean to be an ethical manager? What are the steps you can take to ensure you are building an ethical career? Consider these questions as you review these resources, which are provided to help you identify specific ways to ensure you are building a strong ethical foundation for your work and your management career.
· Duke University – The Fuqua School of Business. (2013, May 30). Apple CEO Tim Cook on ethical leadership Links to an external site. [Video]. YouTube. https://www.youtube.com/watch?v=3ygNKNaMv4c
Note: The approximate length of this media piece is 3 minutes.
· Kouchaki, M., & Smith, I. H. (2020). Building an ethical career . Harvard Business Review, 98(1), 135–139.
· Kuligowski, K. (2020, October 13). How to be an ethical leader: 7 tips for success Links to an external site. . Business News Daily. https://www.businessnewsdaily.com/5537-how-to-be-ethical-leader.html
· McCombs School of Business. (2018, December 18). Ethics defined: Ethics Links to an external site. [Video]. YouTube. https://www.youtube.com/watch?v=4vWXpzlL7Mo
Note: The approximate length of this media piece is 2 minutes.
· Nei, K., & Nei, D. (2018, September 10). Don’t try to be the “fun boss” — and other lessons in ethical leadership . Harvard Business Review Digital Articles, 2–4. http://hbr.org
· Seidman, D. (2017). The four pillars of moral leadershipLinks to an external site. . Fortune, 176(4), 90–92.
Values & Management
What are the key values that guide your actions and decisions as a manager? Why does understanding these core values matter? Using these resources, you will consider the importance for managers of identifying their foundational values and will focus on how you can begin the process of defining yours.
· Fontrodona, J., & Sanz, P. (2015). The keys to a positive business cultureLinks to an external site. . IESE Insight, (27), 15–22. https://dx.doi.org/10.15581/002.ART-2789
· Jeffrey, S. (n.d.). 7 steps to discover your personal core values Links to an external site. . https://scottjeffrey.com/personal-core-values/
OlinBusinessSchool. (2017, September 12). Values-based leadership Links to an external site. [Video]. YouTube. https://www.youtube.com/watch?v=NtvQnK9uIdo
· Quinn, R. E., Bright, D. S., & Sturm, R. E. (2021). Understanding self and others Download Understanding self and others . In Becoming a master manager: A competing values approach (7th ed., pp. 29–40). Wiley. Becoming a Master Manager: A Competing Values Approach, 6th Edition by Quinn, R. E.; Faerman, S. R.; Thompson, M. P.; McGrath, M. R.; Bright, D. Copyright 2015 by Wiley. Reprinted by permission of Wiley via the Copyright Clearance Center. Licensed in 2023.
A Personal Code of Ethics
Once you understand your personal core values, you are ready to create a personal code of ethics (or code of conduct). This code can serve as a touchpoint in difficult situations for what truly matters to you and how you can be true to your best self, even when faced with pressure from others.
· Indeed. (2019, December 12). How to create your code of ethics (with examples)Links to an external site. . https://www.indeed.com/career-advice/career-development/create-code-of-ethics
· Lukaszewski, J. (2018). What is your personal code of conduct? Links to an external site. PRsay. https://prsay.prsa.org/2018/03/26/what-is-your-personal-code-of-conduct
Wedell-Wedellsborg, M. (2019, April 12). The psychology behind unethical behavior . Harvard Business Review Digital Articles, 2–6. http://hbr.org
A Role as a Change Agent
Managers who understand their values and have defined their ethics are well positioned to be effective agents of positive change in their organizations and beyond. Through these resources, you will delve into the power of self as an agent of change and how small choices on your part can be amplified to influence meaningful change.
· Eyrich, N. W., Quinn, R. E., & Fessell, D. P. (2019, December 27). How one person can change the conscience of an organization . Harvard Business Review Digital Articles, 2–5. http://hbr.org
· Jim. (2010, September 2). Self as instrumentLinks to an external site. . The Leadership Mind. http://leadershipdiamond.blogspot.com/2010/09/self-as-instrument.html
· Sivers, D. (2010). How to start a movement Links to an external site. [Video]. TED Conferences. https://www.ted.com/talks/derek_sivers_how_to_start_a_movement
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