¶ … UK is more of an individualistic culture versus a collectivist culture. Explain why and how this ultimately affected the (UK) decision regarding whether to adopt the Euro. Societies that are individualistic in nature give considerable importance to values such as autonomy, creativity, initiative, and authority when it comes to making decisions, as is witnessed in the United Kingdom. Individual interests take precedence over group interests; meanwhile, all group commitments are a function of perceived benefit to self (Lumsden, Lumsden & Wiethoff, 2010). Individualistic cultures, such as the British culture, emphasize individual goals rather than group goals. This statement further promotes the idea that an individual from such a culture will be 'I'-conscious, inclined to focus on his/her task and endeavor towards self-actualization; hence, high regard is given to free will. This type of culture in the UK has caused it to continue to use its own currency (the pound) in favor of adopting the Euro. Individuals from individualistic societies like the UK learn to be self-sufficient, original, self-confident, independent, and competitive. The nation's individualism embraced the Euro conflict with EU (European Union) member nations. Conflict, for citizens of the nation, is an unavoidable dimension of life, which one must know how to address (Lumsden, Lumsden & Wiethoff, 2010).

Now explain whether you identify with an individualistic or collectivist culture, and why?

I personally identify with an individualistic culture. Cultures that are relatively more individualistic than the UK (e.g., the American culture) regard the 'independent self' as a predominant model of self. According to this model, every individual possesses a collection of unique attributes that define him/her, which are applied when taking action in expressing personal beliefs, and attainment of personal aims. Furthermore, a person is required to make decisions by themselves, as they desire. Relationships assume an independent nature as well, and will be chosen freely, with a fairly smaller number of obligations (Kim, Sherman, Ko & Taylor, 2006).

How do you view conflict based on your identification? Provide examples to support your explanation.

Based on the culture I identify with (i.e., individualistic culture), conflict occurs with regard to control and power. People vie with one another for achieving greater power, controlling the responses of others, or controlling team outcomes, and hence, conflict with one another occurs frequently (Lumsden, Lumsden & Wiethoff, 2010). Power, among individualistic societies, typically implies tangible punishments and rewards one conflicting party receives over the other. For instance, if an American employee is under the management of a supervisor from Brazil, who expects respect from his subordinates, the latter would be expecting automatic respect on the basis of legitimate power; conflict will ensue if he does not receive this power (Nelson & Quick, 2011).

Unit 9 Journal

What is the difference between being a coach and being a manager?

A manager feels his/her role is pushing/driving employees, whereas a coach feels his/her duty is mainly to provide motivation and support to those under his/her wing. While a manager feels employees need to be told, directed, and lectured for getting work done, a coach believes in conversing with them by asking, listening, and requesting. A manager believes in controlling employees through his/her own decisions, while a coach believes others can be facilitated in making decisions, and can be empowered to implement decisions on their own. A manager feels only he/she has the answers, whereas a coach holds the opinion that answers need to be sought. While a manager elicits insecurity among subordinates by administering ample fear among them as the right way to achieving their compliance, an individual in the role of a coach utilizes purpose for stimulating creativity and inspiring commitment. A manager feels it is his/her job to draw attention to subordinates' mistakes, whereas a coach trusts that his/her aim is celebrating learning. A manager has confidence in problem-solving and decision-making, while a coach sets store by facilitating subordinates in resolving challenges and making decisions. Whereas managers believe responsibility ought to be delegated, coaches believe accountability must be modeled. A manager gives importance to creating procedures and structures for their subordinates to abide by, but a coach feels there is a need to create a vision as well as promote flexibility using values as behavior guidelines. Managers believe tasks must be done correctly, but coaches are of the view that the "right" thing ought to be done. A manager feels his/her power resides in personal knowledge, while a coach feels his/her power resides in his/her vulnerability. Managers emphasize the organizational bottom line, whereas coaches focus on issues leading to bottom-line outcomes (Lumsden, Lumsden & Wiethoff, 2010).

There are twelve clues to help you decide. Read Chapter 13, Box 13.1, Coach or Manager? Rate your current or past superior utilizing the twelve clues provided. What did you discover?

My former superior was definitely a coach. The duties he undertook included: employee-supervisor communication aimed at improving present performance and future capability-building. When working...

Coaching represented a dialogue linking performance planning to review. It entailed informal notes/conversations, in addition to more formal written documentation and coaching meetings (Performance Management: A Tool for Employee Success, 2008). According to my supervisor, coaching involved various activities, like:
1. Performance monitoring

1. Providing instruction

1. Direction of subordinate efforts

1. Encouragement

1. Correction of poor performance

1. Acknowledgement of excellent performance

1. Removal of obstacles to performance

1. Taking note of subordinate ideas and concerns (Performance Management: A Tool for Employee Success, 2008)

The supervisor coached employees as needed, anytime in the course of the year. Both employees and the supervisor could identify the need for coaching and initiate it.

The roles of the supervisor included:

1. Offering constant performance feedback for ensuring that problems don't arise.

1. Providing continuous employee performance feedback for the purpose of recognizing excellent performance.

1. Collaborating with employees for eliminating obstacles to success, whilst concurrently identifying obstacle-minimization strategies.

1. Soliciting employee suggestions and ideas to improve work processes.

1. Soliciting feedback from employees on effectiveness of supervisory coaching.

1. Discussing learning as well as professional development requirements of employees (Performance Management: A Tool for Employee Success, 2008).

The roles of the employee included:

1. Requesting the supervisor to play the role of a coach when needed.

1. Hearing as well as responding to coach feedback.

1. Providing coaches with feedback with regard to what they must know for aiding employees with achieving success (Performance Management: A Tool for Employee Success, 2008).

Were there any surprises about your Supervisor after using the assessment tool?

Yes. I believed my former supervisor was a manager; now, however, I have understood that he was more of a coach.

Now do your own self-assessment using these twelve clues. Share your results.

In my opinion, I am primarily a manager. I mainly get team members to do work, through delegation of tasks. This represents a significant switch from my earlier, hands-on tactic. I now understand that I no longer possess the time for including tasks I enjoyed once; further, I now recognize the need for reallocating all or nearly all of these to subordinates (O'Neill, 2011). I am capable of ensuring tasks are accomplished properly. Further, I possess an extensive skill set, ranging from task planning and allocation to motivation and communication. The elements listed below are basically the managerial skills I possess:

1. Understanding of team dynamics as well as encouragement of sound relationships

1. Selection and development of the right persons

1. Effective delegation

1. Motivation of employees

1. Communication

1. Discipline and conflict management

1. Avoidance of common managerial errors

1. Planning, problem-solving, and decision-making (How Good Are Your Management Skills? n.d).

In the managerial role, I usually create balance, ensuring that my team possesses a diverse collection of skills, perspectives, and personalities. I understand that, through assigning the right tasks to the right individuals, and explicitly explaining my expectations, teams will be able to accomplish a lot more. When team members possess requisite training, motivation, and skills, I normally have faith that they will effectively accomplish the task. Every individual is characterized by different personal motivation levels and factors. Therefore, becoming personally acquainted with team members will help me motivate them better. Effective communication is one common element vital to every manager. I can effectively assist and develop, and hence, guide team members to better understand what's required of them. When required, I can even play the role of moderator. Good communication skills aid me in developing facilitation skills, as well as avoiding a few common managerial problems (How Good Are Your Management Skills? n.d).

References

How Good Are Your Management Skills? (n.d.). Retrieved March 29, 2016, from https://www.mindtools.com/pages/article/newTMM_28.htm

Kim, H. S., Sherman, D. K., Ko, D., & Taylor, S. E. (2006). Pursuit of comfort and pursuit of harmony: Culture, relationships, and social support seeking. Personality and Social Psychology Bulletin, 32(12), 1595-1607.

Lumsden, G., Lumsden, D., & Weithoff. (2010). Communicating in groups and teams: Sharing leadership. (5th ed.). Boston, MA: Wadsworth, Cengage Learning.

Nelson, D. L., & Quick, J. C. (2011). Organizational behavior: Science, the real world, and you. Mason, OH, USA: South-Western Cengage Learning.

O'Neill, A. (2011). Manager to leader: Skills and insights for a successful transition. Sydney, N.S.W:…