Part A Answer each question in 100 words Question 1 What should a leader do to motivate the entire team? Question 2 Does each person needed to be motivated and communicated with differently ,can this be done in a small team ? How about a large team? Question 3 If you are the member of the small team what type of communication and motivational approach by your leader ,would be most likely to result in your working at your highest level? Part B Respond to the Three Answers given below in 200 words total 1) What should she(leader) do? If I were in the shoes of Carol, I would be prepared to listen to all members views on the event and allow them to openly discuss their problems. I would also be very open to people on how important each member is to the success of the event. Perhaps looking back at past events and highlighting how well we all worked as a team to get the job done. The biggest issue I see is with Tom. As he wanted to chair the committee instead of Carol, there may be some tension there. Carol needs to work with Tom closely so he feels a strong sense of involvement and achievement. 2) Does each person need to be motivated and communicated with differently? Can this be done in a small team? How about a large team? For this small team I see motivation a key to driving success. Each individual should be monitored and treated differently as they are all different. One of the hardest things to do in business, I have found, is to keep people motivated, especially if they are on long term projects or on projects they have little care for. Communicating to each individual is much easier in small teams, like this one. Communicating to each individual in large groups is very difficult. In large groups each team leader can be given incentive to motivate their particular team. Here the team leaders can address each member individually. 3) If you were a member of this group, what type of communication and/or motivational approach by Carol would be most likely to result in your working at your highest level? If I were in this group, the way to get the best out of me would be to give myself tasks that are not too mundane. We would need to have a challenging role that would give me a satisfaction of success if done well. I would also like to be in charge of a particular area of the spring fest allowing me to create my own ideas. This would feel like my 'sub project' that I owned and therefor giving me a feeling of leadership. Carol should also highlight to me my strengths so that we could build on this positive communication to motivate me, therefore ensuring my role has a better output. Part C Respond to the Three Answers given below in 200 words total 1. What challenges would you anticipate in creating a shared vision for this changed organisation? To overcome the challenges being faced in the international short-line railroad company as they continue to build their culture, the leaders will need to develop an awareness of the different dimensions of culture that are and will be most central to their different constituencies of customers or followers (Shriberg & Shriberg, 2011). The challenges I anticipate is that the leaders may be unable to take the time to understand themselves and their own journey towards multiculturalism. If they are unable to do this, they will not be able to influence others by setting positive examples to inspire and influence change in new environments. When leaders are unable to explore their own belief systems and then reflect on their learning experiences it reminds me of the work of Bob Garmston (2009), professor emeritus of education administration at California State University who says any organisation that is too busy to reflect on how its members are working together is a group that is too busy to improve. 2. What internal and external environmental factors should you consider in carving out a multicultural leadership path that will support the success of your organisation? Internally the organisation needs to make sure that they are inclusive, proactive, adaptive and thoughtful so that all individuals are equally represented. Leaders would be able to use Gardenswartz and Rowe's (1994) Diversity Wheel to help create personal self-awareness along with a strong awareness of others, and the skill set to apply this combined awareness in a culturally responsive way (Shriberg & Shriberg, 2011). Externally the organisation needs to show that they are empowering their employees to become aware, able and active contributors to the communities they are involved with on a global scale. To be truly multicultural the organisation needs to transcend cultural barriers and provide all employees with opportunities to understand, accept and appreciate so that they are constantly learning from new experiences, and are comfortable with people from other cultures (Shriberg & Shriberg, 2011). 3. How might you need to work differently to cultivate the organisational support within the different business units that is necessary to ensure the success of your multicultural leadership effort? To ensure success across the different business units, a multicultural leadership effort is required. Culturally responsive leadership practices need to be developed so that there is a willingness to take personal risks where leaders are harnessing and utilising social capital to achieve "multicultural potential" (Shriberg & Shriberg, 2011) within an organisation. Promoting and celebrating strong social capital will help teams to share good ideas and spread best practice where learning occurs by doing, teaching, coaching and mentoring. As this occurs, it is anticipated that employees will be healthier and happier which would then allow them opportunities to use their resources developed through social capital to successfully collaborate so that all cultural groups are given the opportunities they deserve.