Suddenly thought of sth my lecturer said!

The duck theory
If it walks like a duck, talks like a duck,
and even looks like a duck,

IT IS A DUCK!

Its simple really...


He's so cute! ahhhh!!

Cultural Intelligence
1) Head -
Observe common traits of people and rationalize

2) Body -
Show evidence of an ability to mirror the customs and gestures of the people around you will prove that you esteem them well enough to want to be like them. By adopting people's habits and mannerisms, you eventually come to understand in the most elemental way what it is like to be them. They, in turn, become more trusting and open.

3) Heart -
Adapting to a new culture involves overcoming obstacles and setbacks. People can do that only if they believe in their own efficacy. Dont be disheartened by set backs! Don't give up!

Use these 3 to full capacity. Only then will you be able to survive in cross cultural situations.

A key principle of compensation is to link more of it directly to performance
1) Don't tie pay to power
2) Make compensation comprehensible
3) Start spreading the news.
4) Pay them promptly so they can link cause n effect
5) Make rewards reversible (not so common n often that they expect it and dont bother to work for it)
6) You can give non-monetary rewards (interesting assignments, etc. But if you create too much supply you end up debasing the currency. A nonmonetary reward quickly loses its value if it's overused.)
7) Don't be a compensation chauvinist (in cross cultural situations watch what you say!)
8) Be Optimistic and dont get disheartened! When it comes to rewarding employees, the key is not how much more you have to give. It's how well you give what you already have.
*** Down side
Rewards Punish - People no longer bother to go above and beyond the call of duty simply because they wont get paid for it. When people don't receive the reward they have been hoping for, they feel punished
Rewards Rapture Relations- Cooproration dissolves(if i help you, you will get reward too! i might get none!) If management is giving out the rewards, Employees don't ask management for help when they need it (conceal problems to appear competent)
Rewards deter risk taking - Do this get that, ppl focus too much on that
Rewards undermine interest - Their work is no longer freely chosen and they lose interest (if they have to bribe me into it its sth i most prob dun wana do)
Thus money is not good as it distracts everyone from the task at hand and it's not a good peroccupation
What works then?
choice, collaboration and content. Choice means workers should participate in making decisions about what they do. Collaboration means they should be able to work together in effective teams. Content refers to the job's tasks. To do a good job, people need a good job to do.

Being a tempered radical
1) rock the boat
First, focusing on something that could be done easily and without causing
a lot of stir. Next, he attacked the problem not by criticizing
other's judgment but by enrolling them in ur agenda
(praising her tempting sandwiches, then making a gentle
suggestion). Third, he illuminated the advantages of the
proposed change by pointing out the benefits to the everyone.
And he started a conversation that, through her,
spread to the rest of the staff. Finally, he inspired
others to action

Tempered radicals bear no banners; they sound no
trumpets. Their ends are sweeping, but their means are
mundane. They are firm in their commitments, yet fiexible
in the ways they fulfill them. Their actions may be
small but can spread like a virus. They yeam for rapid
change but trust in patience. They often work individually
yet pull people together. Instead of stridently pressing
their agendas, they start conversations. Rather than battling
powerful foes, they seek powerful friends. And in
the face of setbacks, they keep going. To do all this, tempered
radicals understand revolutionary change for what
it is-a phenomenon that can occur suddenly but more
often tban not requires time, commitment, and the patience
to endure.