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Articles
Cross
Cultural Awareness
Creativity
Delegation
Leadership
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Dear Friends
 Are we aware of the excess
baggage we are carrying in our personalities each and everyday
which is tugging us down hindering our progress in life.
This baggage may include certain unpleasant personality traits
or some distasteful cultural habits which are no longer
applicable in the global arena.
The identification of this baggage is more difficult as long as
we are living within our culture. Like a fish in water, we are
unaware of what water actually is.
 With the shrinking of borders the world is becoming closer
and I am having more contact with people of other cultures and
their habits. But before I pass a judgement on others I need to
be aware what my cultural incompetencies really are and why.
I am a product of, not only ancestral genetics, but also a bi-product of my history. If I was ruled by people from another
culture, slavery will be a part of my blood. Centuries later my
hatred for that race gets masked in resentment or even fear. If
my historical make-up resents change, Eons later I myself as an
individual will not know why I freeze at the thought of any kind
of change. Even though I was not the part of the earlier history
but involuntarily / unconsciously it has been passed on to me,
through my parents and grand parents.
Can I change my history to change my future. If my progress
today is being held back by something in the past, I can
consciously alter it by becoming aware of my cultural
incompetences ies and hence changing my habit patterns of today.
Dr. Akhtar Ahsan a New York psychologist talks about pro-lucid
dreaming, whereby, through active visualization, we can change
our past to have
 the ripple affect in our present hence our
past. Sounds illogical?? Well! do not under estimate the reach
of the mind.
How do I become aware of my cultural incompetencies. One through
introspection, second through feedback. Becoming more aware of
the required positive changes in the personalities trigger a
progressive spark in our lives leading us towards our success.
Though only drawback with feedback is our own acceptance of it.
Once we accept it unconditionally, our personalities evolve
many-fold.
Wishing all our friends the courage to ask their family members,
managers, subordinates, friends, etc. about their cultural
incompetencies.
Always look forward to your
suggestions / feedback
which helps the Intek team to continually improve this Ezine.
Zaufyshan
Haseeb
and The Intek Family
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Cross Cultural Awareness
Global Non-Verbal Signals - North America
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Canada (Western and
Atlantic Provinces)
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 A
firm handshake plus direct eye contact is the standard form of
greeting in Canada. Men should shake hands with women if they offer
their hand, but many women will just say 'hello,' perhaps with a nod
of the head, and not shake hands.
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Distances are farther apart than in Latin America or the Far East.
When conversing, people will stand about a half meter apart.
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There is little or no casual touching. The only exceptions are that
good male friends may occasionally pat the other's back, close
relatives may put their arms around another's shoulder, and good
female friends may occasionally hug when greeting each other after
long intervals.
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Good eye contact is important, whether it is during business or
social conversation.
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In
social situations, men will usually rise when women enter a room.
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Canadians in these provinces are described as 'friendly,' 'somewhat
reserved,' and "on the conservative side.' Therefore, excessive
gesturing is not common.
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Men will sit with legs crossed, and all three forms are common and
accepted: crossed at the ankles, crossed at the knees, and having
one ankle crossed on the other knee.
click here to read more
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Creativity
How to Kill Creativity
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 Most
organizations claim they value creative, innovative people; yet many
operate in ways guaranteed to limit, block or destroy whatever
creativity their people have. The culprit is the fashionable,
hard-driving, "results are all that matters" style of leadership. Here's
how—and why—it happens.
Sara is head of department. Like all the other department heads, she's
had to cut staffing levels, reduce costs every year and still meet
increased performance targets. It's a large, busy department and her
people, she knows, are tired, disheartened, over-stretched and close to
burnout. At least three of the best performers, to her knowledge, are
actively looking for jobs elsewhere. Now she's hearing rumors her
department's function might be next on the list for outsourcing. She's
harassed, constantly busy (at her desk before 7:30 a.m.—rarely leaves
before 8:00 p.m.) and still desperate to justify her reputation as a
high achiever. ...
click here to read more
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Managing People
How Do I Delegate Better
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 Lots of bosses are good at dumping, but not at delegating. They're great
at off-loading the things they don't like to do and dropping assignments
on their subordinates with little or no guidance.
Other bosses think that delegating is always the best way to assign
work. That's not right either. When you've got a competent and willing
worker, delegation is the right way to go, but it's not a good choice
for workers who aren't as competent or committed.
Delegation is only one among the four basic options you when you ask a
subordinate to do a piece of work. Here they are in order from most
controlling to least controlling.
Make the decisions about what is to be done and tell folks what to do. I
call this style "Tell." ....
click here to read more
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Leadership
Leadership for Project Managers
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 In the first half of the 20th century there was a belief that Scientific
Management was the new way forward. Scientific Management was the herald
of a new era, removing the need for skilled craftsmen, for example on
Henry Ford's production lines, and making the factory owners richer. The
principle was simple; reduce complicated tasks to a series of simple
tasks, each task being performed by a different person. People were
treated as machines and doomed to boring, repetitive tasks. But with
social changes and world wars, people decided that they wanted to be
treated as such, and not as spare parts for a machine, and they insisted
on being given rewarding and interesting work. Many psychologists began
experimenting in the area of motivation, and eventually began suggesting
that there were benefits to be had from leading people, rather than
pushing them and punishing them.
So how do leaders differ from managers? .....
click here to read more
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Editor-in-Chief:
Zaufyshan
Haseeb |
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