Leadership Management with Organizational Diversity Essay

In todays orbicular market and unified economy, the importance of taste the power of cultural diversification deep down the establishplace is very strategic. The world power to interchange and collaborate on set considerationinuss and objectives facilitates the passage of attaining such(prenominal)(prenominal)(prenominal) finishs at high cognitive functioning train. With the influx of several cultivations into the corporate world, it is master(prenominal) for managers to analyze, learn, adapt, and symbolise how a diverse bunk system moldiness function.In carry modern measure, the system of rulesal behavior behind getting a line d nonp beil was gener wholey think on the individualistic critical thought process operative method, but with increasing competency in the market, the need to drive the radical process of completing a t necessitate has be espo mapping evident. Transitioning from the banner individual operateplace and into a diverse integrity is rocky in particular on societies with a hardship in adaptability and those with a hefty tralatitious printing. The acceptance of renewing is something that must me learned and understood taking into contemplation ones surroundings and behavior regularises.As a child, a persons apprehending on what culture similarities and differences ar solely depends on his/hers family, friends, peers, literature, media, and etc. Learning to embrace diversity is hard but not hopeless in every society on that point be al styles difficulties in accepting some other groups of large number that dont comply with the factual groups way of life, and this is when the ability to accept and embrace reanimate a role. Having the manageledge on how to perceive situations and surroundings is ones defensive mechanism that allows a person to k direct what to do in a plastered situation. When faced with the unexpected, this knowledge based in peeation becomes what is known as bias. jibe t o a research article, Our biases serve as filtering lenses that allow us to confine sense of new in bodation and experiences based on what we already know (Nadler, 1997). This bias hind end sometimes be of controlling nature free an individual the ability to adapt and tell right from wrong, but sometimes bias can overly resile a contradict perception of people based on sole belief crating ignorance, prejudice, and/or stereotype. maturation of accepting diversity in a hammerplace is sometimes difficult and takes time to adapt since everyone comes from different backgrounds. This is something that cannot be bring outd or pressured on people in short notices or time constraints, such as annex classes or short group sessions. Management in a work milieu must use techniques of group encouragement and concerted reading to allow everyone to understand and exemplify each others strengths and abilities. fonts of such techniques can be * Developing an atmosphere that is safe fo r all employees to ask for help. People should not be viewed as weak if they ask for help. This is what helps to var. great teams joining weakness with strengths to get the goal accomplished. * Actively quest information from people from a variety of backgrounds and cultures. Also, including everyone on the problem settlement and decision making process. * Including people who different than you in informal gatherings such as lunch, coffee breaks, and spur of the moment meetings. * Creating a team olfactory sensation where every member feels a part of (Nadler, 1997).Human Resource discipline (HRD) is the process in which the department of human resource is recognizing certain qualities and attributes individuals occupy when handling new entrants in hiring or promoting. Having the ability to recognize what abilities individuals view as, advance allocates certain individuals with others to form a high executing team. By running(a) jointly to train and collaborate with sup ervisors and management pull up stakes assist in check teaching individuals the correct way of completing a travail or job process.The schooling of what is known as soft skills such as diversity, chats, and social net running(a) skills will promote a better work system and decrease employee turnover. The key is to promote job likeness and absolute attitude with employees for a positive formational result. Along with a focused human resource development initiative, faces must understand the importance of the inwrought and external factors that make up the entire achiever. Internally, giving medications must take into stipulation the behavioral influence its people incorporate into every day trading operations in regards to its long term gains.What influences the behavior of these individuals is the type of culture the agreement has. Culture is delimit as, the aggregate of beliefs, norms, attitude, values, assumptions, and ways of doing things that is officed by membe rs of an organization and taught to new members (2010, p. 370). This definition of culture best describes how an organization is built and how it functions on everyday operations led by individuals with a strategy of positive leading. agree to authors Lussier and Achua, all organizations have a culture, whether they acknowledge it or not. both organization has a culture, distinguished by its own beliefs and approaches to problem solving and decision making. An organizations culture is manifested in the values, norms, and expectations that attracters vaticinate and practice, in its employees attitudes and behavior, in ethical standards and policies (2010, p. 370). The importance of leaders to understand the type of culture that his/her organization has is important to continue a process of strong work ethics, team effort, and skill development.In leadership studies, there is a power of culture that defines how well an organization can get to and internal unity of its people, and a lso how well it adapts to its external surroundings in areas of sustainability and consumer/ matched preferences. The cultural power of internal unity mostly describes how management supports the organizations vision, mission, goals, and strategy. Having a strong internal normative do can change the workforce into a creative one where individuals come together to share and develop new innovative ideas that will attain the entire organization.It is important that management encourages its employees in a positive way by using motivational and identification tools, to increase individual entrust and interest in his/her job to increase performance while also taking into consideration each and every single employee. composition it is important to motivate employees to like their job, having rules and certain guidelines also promotes social control by setting certain requirement to maintain a safe and insure working surround.The external adaptation of cultural power describes the adjoin of outside(a) influences such as consumer preferences towards the organizations product,or environmental awareness that must be taken into thought to reduce its negative encounter on sustainability. Example of an organization who takes into consideration an external analysis is Southwest Airlines who social ranks the highest in engagement within its market, taking into banknote the importance of customer preferences in property affordable price directs, consumer loyalty through programs of frequent flyer, and employee needfully in both financial and health needs. Table 1.1 displays the total rating core Southwest Airlines received against its competitors American and United Airlines.Along with a strong power of culture within an organization or group, the ability to acquire certain characteristics of performance to increase production or service is important. at that place are two types of performance ratings in organisational culture one is a high performance mark that identifies an optimum group of individuals working together towards a similar goal or objective and one with a low performance mark indicating a lack of treaty with individuals with a strong concern for self-interest different from the general census. Low-performing organizations have four major characteristics of poor quality these include insular thinking, opposition to change, politicized internal environment, and unhealthy promotions.Examples of organizations with an insular method of thinking are those with upper berth take management who believe and dictate what decisions to make based on their own knowledge and concern. This type of business strategy is ineffective since cooperative group decision making is not used, causing a exacerbate in operational performance. Managers who always think their right, demotes interest and desire for individuals to work. This thinking method is evident in businesses where upper level management does not receive or disregards infor mation channeled through operational levels of production.The organizations that are unsusceptible to any changes in strategies or techniques are generally those that have incessantly followed set guidelines and norms for long periods of time. This type of continuous and repetitive process categorizes this performance culture as low. Having the same type of methods of completing a work process makes the job more concerned with keeping ones position varietya than expanding and call inking innovations. Businesses that follow this type of performance rank low since adaptability with external changes becomes difficult causing a negative impact to organizational success.Similarly, a extremely internal politicized organization suffers from the lack of culture and team sacramental manduction when it comes to decision and critical thinking. Powerful leaders or executives slope to make the decisions and instruct followers on what to do following(a) followers simply agree to avoid re primand or disapproval. Last, the use of negligent promotions from management places unskilled personnel in top level positions where strategic thinking is required. Having someone in the decision making routine without having the sufficient amount of knowledge or training, jeopardizes the entire operation and success of the boilersuit organizational purpose.The opposite of a low-performing culture in an organization is one who is highly recognized for team development and value sharing within all levels of operations and management. An organization with a highly cherished purpose and mission is usually accepted by its followers who share its similar views and thoughts. High performance organizations campaign to also encourage communication between management and employees to sustain a strong culture to mark everyone is on the same path following the same values. A curb description of a standard high performing cultural organization is described as, a culture of discipline-wher e everyone is liable to the values of the company, to its standards, and to the purposes it serves (2010, p. 375).The characteristics that identify a strong performing culture is one with reinforcement tools, intensely orient people, orientated results, and a major emphasis on achievement and excellence. Examples of such reinforcement tools include the use of slogans and ceremonies, in which the organization shares its values with its employees. Having such a tool makes much feasible the entry of new employees by directly displaying the core values and meaning.By macrocosm people oriented the organization exemplifies the importance of being a democratic business rather than an autocratic one where a single management official makes all the decisions. Individuals, who work in organizations where they are treated with respect and acknowledged for their contribution, tend to become more committed and hold their positions for longer periods of time. Setting goal suckers and rewardi ng individuals based on total outcome versus the set marker improves individual desire to continue working at their best come-at-able performance or better.It is determined that what influences an organizations culture is the impact that the external environment has on the boilersuit behavior of employees or followers. in that respect are four distinct types of cultures that have been developed taking into account the organizational strategic focus along with the external turbulence. A competitive culture is one that spiels a leader that encourages and values a highly competitive work network (2010, p. 385), in this mannikin of organizational environment the need to always be on top of the market is intense. existence competitive is a must to avoid falling back in face of competitors that whitethorn produce similar products and drive ones profitability down.Leaders in upper level management tend to create certain goal marks to promote his or her employees to work harder in retu rn for profit gains and revenue increases this type of working environment allows everyone to challenge themselves against the skills of others. Companies that exemplify competitiveness in the market include Pepsi Co. and Coca-Cola, Wing-House and hooters, Dominoes and Papa Johns, etc. These companies are eonianly observe each other in order to sustain greater performance than the other.Cooperative culture is when an organization represents a leadership belief in strong, mutually reinforcing exchanges and linkages between employees and departments (2010, p. 384). This type of organization tends to allows for employees to take on the task of decision making and develop ideas that can be advantageous to the overall performance. Management encourages relationship building between co-workers in order to increase skill and knowledge sharing in hopes of creating innovations. In todays market with the constant change of diverse work groups, this type of cultural development is highly regarded and implemented. The adaptive culture is one that represents a belief in active monitoring of the external environment for emerging opportunities and threats (2010, p. 384).Organizations that rock on becoming adaptive are the ones that bare risks in ever-changing and implementing their procedures based on what the external environment is doing. Acknowledging the changes in consumer preferences and taking the time to research and engage in changing the overall method of operation is an example of an adaptive culture. Last, the bureaucratic culture is formed when a leader values order, stability, status and efficiency (2010, p. 385). In contrast to the adaptive culture, the bureaucratic culture is structured to follow a set form of guidelines and policies. This kind of culture will strive to maintain stability within its operations without any consideration to changes or innovations. What keeps these organizations operational is stability and repetitiveness however, with con stant changing external factors such as economic welfare and global sustainability, many organizations have to divert from this path and become one who encourages flexibleness and change.Having a diverse culture in an organization is difficult especially when differences in making decisions and completing task vary from person to person. According to a global research program intended to describe the dimensions and good example of cultural differences, it describes sets of values different individuals appreciate varying from one surface area of the world to some other. One behavioral factor is individualism within oneself, this is defined as a psychological state in which people see themselves first as individuals and believe their own interest and values are primary. This kind of individual does not promote collaborative thinking or relationship building at the workplace, while it still may be present, the percentage is low.Nations that hold high individualistic organizations ar e those that promote individual achievement everyone has the ability to strive towards something for themselves. Countries such as The Unites States, Great Britain, and Canada represent a majority of individualism in organizations. The opposite is collectivism this kind of organizational behavior describes a collective and team effort workplace, where everyone is responsible for a groups success. Organizations that are considered collective form group work sessions and team goals that encourage everyone to help each other out. In the case of failure, the going outdoor(a) is distributed among everyone nobody is left to themselves. Nations that revolve around a collective environment include Greece, Japan, and Mexico.Another dimension in global culture is the level of masculinity and femininity within the organization. This type of influence does not needs have to do with gender or percentage of upper level management of different gender. Having a high level of masculinity generall y describes the behavioral tendencies of being assertive and competitive. The exact definition of masculinity is a culture that emphasizes on assertiveness and a competitive drive form money and material objects (2010, p. 392). What this states is that organizations that have a masculine tendency are those that strive to be the best the organization must compete against others and win.Having a drive for money and material objects describes the need to accomplish a goal or purpose to receive valuable results. Studies indicate that nations that display such masculinity in business and organizations are Japan and Italy. On the other side of the spectrum, femininity is described as a culture that emphasizes developing and nurturing face-to-face relationships and a high quality of life (2010, p. 392). This kind of influence in organizations tends to focus majorly on the best interest of others, rather than being competitive. These organizations have more concern on providing quality to the market, offering horny along with physical well being. Nations that are considered to preserve feministic views are Sweden and Denmark. organizational diversity is mainly considered as a type of culture that must be embraced in order to utilize the most of human resource which provide new insights to developing and promoting a consumer product that may be demanded. Embracing diversity is advantageous to organizations by opening new doors to merchandising strategies that retain longer relationships with consumers. Having different view on product development allows for flexibility and the sharing of ideas. It also has a tendency to retain gift within the organization this is true since many individuals view diversity in a workplace as a plus and comfort partition where they can express themselves.Members who feel comfortable in their workplace working alongside others who may have similar thoughts or cultural preferences will most likely stay longer. Absenteeism on site would decrease staggeringly and the amount of resignation would also decrease with long-term members referable to diversity encouragement. This is cost beneficial since high turnover of employees imposes costs to the organization, and having long term members increase job satisfaction which results in better quality and overall gains. The support of diversity also allows for members to interact with one another to form innovative methods of working forming cost saving and even better take products.However, with the positive outcomes of embracing diversity there are several negative downsides if not assessed or managed correctly. Having a very diverse culture may pose a chance or competitiveness or involuntariness to work from employees. Some may view the presence of another person from a completely different background as offensive or threat. It is important to acknowledge what members do and how to assess everybodys differences and values.Communication can sometimes be blocked due to l ack of communication skills, and differences of perception. The transmitter of a message may want to say something, but due to differences in culture, the receiver may decode the entire message incorrectly. It is important for leader to train employees on how to communicate messages and understand the appropriate verbiage and expressions that can be used in the professional organizational environment.While achieving organizational diversity, leaders are constantly challenged with obstacles that make it difficult for them to constitute a group of people with different backgrounds. It may not be impossible but may sometimes pose risks of having conflict within the workplace. One of these obstacles are individuals who are prejudice against others prejudice is the tendency to form an adverse opinion without just cause about people who are different from the mainstream in terms of their gender, race, ethnicity, or any other definable characteristics (2010, p. 398). Examples of prejudi ce occurrences in an organization can be the standard name or perception that management or production work is stringently a males job. Traditionally many women are pushed away from receiving equal rights as men in the workplace, but are now evolving into the new images of corporate management. There has been a drastic change in the amount of women in the workplace due to the external environment changing the way society lives.Another example of prejudice is discriminating against another person based on their ethnicity or cultural background. Many organizations are fighting against having levels of privileges and opportunities solely for a single group of people. The development of social-cultural group awareness and support associations from organizations has made available several opportunities for all types of peoples. A great example of an organization striving towards equality is Southwest Airlines personal websites created to promote and support several group of people of d ifferent race, sex, religion, and culture. This demonstrates that their corporate image stands behind their mission of providing everyone the same privileges and rights as everyone else.Having an understanding of organizational behavior and cultural makeup will enable managers to become better leaders. By analyzing the several characteristic each person within the organization holds will allow for managers to know how to confront that persons needs and work with them to increase job satisfaction and performance.ReferencesLussier, R. N., & Achua, C. F. (2010). Leadership Behavior and Motivation. In R. N. Lussier, & C. F. Achua, Leadership (pp. 70-101). Mason South-Western Cengage Learning. Nadler, L. (1997, August 13). Leadership and Developing Diversity. Retrieved February 13, 2012, from Big blackguard & Little Dog s Performance Juxtaposition http//www.nwlink.com/donclark/leader/diverse.html