Managing Individuals and a Diverse Workforce

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ManagingIndividuals and a Diverse Workforce

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ManagingIndividuals and a Diverse Workforce

Managementin any organization entails getting work done through other people.In some cases, there might be differences in culture, personalities,and demographics among the employees and customers. This occurrenceis called diversity. Therefore, effective skills of management arerequired in an organization to achieve its goals and objectives. Eventhough the white males occupy most of the top leadership positions, alot of diverse issues in today’s workplaces have been solved.

Efficiencyand Effectiveness

GettingWork Done With Minimal Supervision and Waste of Resources

Amanager should be an overseer of all the tasks assigned to adepartment. All employees should carry out different tasks as pertheir professional qualifications. At no time should the manager bebiased in their line of work. Moreover, the departmental heads andsenior management should show a high level of integrity andtransparency in handling issues (Verburg, Bosch-Sijtsema&ampVartiainen,2013).

TheManager’s Responsibility to Achieve the Organizational Goal

Thereshould be strict rules guiding the organization on how and whenmanagers should allow their junior staff to handle sensitive mattersof the organization. Those tasks that require expertise and topmanagement attention should not be left to the lower management. Themanager should monitor and supervise the progress of every job toensure that the company achieves its goals (Verburget al., 2013).

ManagingIndividuals

DealingWith Different Personalities and Individual Behaviors

Thereare five important character traits that managers should note. Theseinclude openness to experience, extroversion, thoughtfulness,emotional stability, and diligence. Managers need to learn thesetraits for them to understand the general behavior of theorganization. They include emotional intelligence, locus of control,self-efficacy, self-monitoring, and self-esteem (Champoux, 2016)

ManagingDifferent Values and Changing Attitudes.

Champoux(2016) describes values as the essential beliefs and behaviors of anindividual or a given group of people. Attitudes are the learnedpredispositions towards a given object. Attitude has three componentsincluding behavioral, affective, and cognitive. When beliefs andreality collide, the outcomes are likely to be cognitive dissonance.This is a psychological discomfort that people experience betweentheir cognitive attitude and inconsistent behavior. Cognitivedissonance has three fundamental factors, which include control,importance, and rewards. A solution to reduce cognitive dissonance ischanging one’s attitude or behavior, and finding the constants thatcan outweigh the dissonant. Therefore, values and beliefs have asignificant impact on a working environment.

UnderstandingStress of Individual Employees

Thereare various sources of stress to an employee. These entail theindividual differences that make people have a determined struggle toaccomplish more in less time. Moreover, one’s job can sometimescreate single task application stress. On the other hand, groupdemands are the kind of stress caused by co-workers and seniormanagement. Managers can come up with initiatives that reducestressors which are responsible for causing a lot of fatigue. Suchsteps include hiring more employees and empowering the existing staffto make independent decisions. Organizations around the world arealso embracing new strategies of reducing unhealthy stressors. Forinstance, implementing employee programs such as counseling programsand team building activities. The administration can also recommend aholistic wellness approach, make job responsibilities moreinteresting, and create a conducive and supportive environment(Champoux, 2016).

ManagerialApproaches

Motivationto Increase Productivity

Motivatedemployees always work hard to achieve both personal andorganizational goals. A manager can use various strategies tomotivate the staff. For example, the employer can build trust withinthe organization, create a reward system for the hardworkingindividuals, recognize individual efforts, and encourage careeradvancement through the provision of education programs andscholarships. They can also promote happiness through interaction atboth personal and professional levels. Managers should focus on waysof continuous improvement on their business and employees. Theyshould always be coming up with innovative ways that can motivateemployees. However, they can only achieve this when they understandthe factors affecting employee performance in their respectivecapacities (Becchetti, Castriota&ampTortia, 2013).

CommunicatingUsing Verbal or Nonverbal Communication to Coach an Employee

Managersare supposed to come up with proper ways of passing a message toevery employee in a way that they understand the message as intendedby the management. There are two broad categories of communicationverbal communication, which includes written and oral modes ofpassing information, and nonverbal method of communication, whichentails physical and visual communication. In managing people fromdifferent backgrounds, the management should ensure that the forms ofcommunication used do not go against individual values based on theirreligious, cultural or personal beliefs. Moreover, an employee shouldnot be disadvantaged by the physical disabilities, language barrier,or any other factor that hinders effective communication in theorganization (Dévényi, 2016).

NegotiatingWith Individuals for Pay Raises, Schedules, and Other Issues in theBusiness

Thereare various issues that employees are allowed to put on a negotiationtable while talking to their employer. There are different issues inthe employment contract that might require attention and someamendments due to the nature of the work done or the capacity of theemployee. A draft of employee obligations and expectations of thecompany should be clear to avoid future disputes. Important areasdiscussed in this case include compensations and equity grants.Notably, both parties should understand the terms of the contract,and the company attorney should also be available to clarify somemisunderstandings (Dévényi, 2016).

DiverseWorkforce

Service-Leveldiversity

AgeDiscrimination

Inany given organization, employees differ in age. There are those whoare fresh from college, the middle-aged, and those who are almostretiring. According to findings by scholars, age does not cause adecline in performance (Kirton&amp Greene, 2015). However, senioremployees show perseverance, better judgment, and are less likely toturn up late or quit their jobs. In some cases, therefore, age shouldbe a factor in job allocation (Kirton&amp Greene, 2015).

SexDiscrimination

Genderdiscrimination arises when people are treated differently basing ontheir sexual orientation. Sensitive issues, in this case, includeglass ceiling and invisible barriers that can prevent women frommoving around freely. The management can solve such issues fist byproviding mentoring programs and stopping unethical behaviors withinthe organization (Kirton&amp Greene, 2015).

Racialand Ethnic Discrimination

Thisscenario arises when people are treated differently because of theirethnic or racial background. People are denied some jobs because oftheir first language that inhibits them from communicating in thesecond language. Others face discrimination regardless of theirqualifications. However, there should be rules and regulations thateliminate unclear selection and promotion criterion. An organizationshould also train managers who can be able to make sound decisions onrecruitment and promotion matters (Kirton&amp Greene, 2015).

DisabilityDiscrimination

Aphysically or mentality disabled person is limited to one or morelife activities. In this case, treating people basing on theirphysical disabilities is not fair. Providing education that addressesinaccurate stereotypes, committing to reasonable workplaceaccommodations, and employing qualified staff with disabilities isthe best solution in this case (Kirton&amp Greene, 2015).

Deep-LevelDiversity

Disposition

Thisfactor applies in a working environment that demands a lot ofphysical efforts. In this case, those individuals who are strong inphysique believe that they can do much better than others. Therefore,most of these people will have gloomy dispositions that lookintimidating to others (Kirton&amp Greene, 2015).

Personality

Personalityfactors can determine the type of position every employee can occupy.There are variables in this case that ascertain the extent to whichone will behave or handle a given organizational or personal issue(Kirton &amp Greene, 2015).

Extraversion

Thispersonality is expected to bring positivity in the organization. Itis a significant factor of performance in that it is characterized bysocial interactions, especially in positions such as sales andmarketing executives. Unlike the introverts, these people are neverquiet and reserved (Kirton &amp Greene, 2015).

EmotionalStability

Emotionalstability is a key indicator of performance at the workplace. This isespecially to the jobs that require much of critical thinking andsocial interactions. It is also linked to management qualificationsand performance. Managers who are emotionally stable seem to achievethe goals of the business (Kirton &amp Greene, 2015).

Agreeableness

Itis a significant predictor of job performance. Studies indicate thatit is closely related to the training success since employees withsuch personalities seem to transform their efforts towards theiroccupations through teamwork and customer service delivery (Kirton&ampGreene, 2015).

Strategiesand Goals of Diversity Management

Goals

Theadministration should come up with a communication plan to createawareness about the issue of diversity. It should encourage teamworkthat will help to bring people together. The top management shouldact as examples in modeling the right attitude and behaviors at theworkplace. This step includes adhering to the dressing code andrespecting religious and cultural differences (Guillaum, Dawson,Priola, Sacramento, Woods, Higson&amp West, 2014).

Strategy

Theorganization should come up with diversity team leaders who areresponsible for making sure that the entire staff embraces theconcept. It is the team that oversees all the arising issuesregarding diversity. Diversity should also be part of the company’smission statement so as to boost its image in the public because itshows the values of the business. The strategic management planshould have diversity as an essential aspect of the firm. It willimply that diversity is among the priorities in the enterprise.Creating a diversity reporting system will enable the management tomonitor the progress of the company in its efforts to embrace theconcept (Guillaumet al. 2014).

Comingup with a training program will help in adopting diversity in anorganization. A team selected to head the department can first assessthe need for diversity then go ahead and develop a training plan. Themanagement will, later on, carry out an assessment to find out theeffectiveness of the program. It can be a continuous process untildiversity is fully embraced at the workplace (Guillaumet al. 2014).

Conclusion

Despitethe white male dominance in the top management, the company has triedits level best to achieve diversity. Various management approacheswere used to ensure that management is efficient and effective in itsresponsibilities. The focus is on the administration of individualsbasing on different capabilities, and how they can handle themselvesin various working environments. Different approaches are effectivein managing diversity, for example motivating employees. In dealingwith a diverse workforce, the management focuses on several types ofdiscrimination such as gender and ethnic-based. To achieve along-term goal of diversity the company develops a diversitystrategic plan and reporting so as to make it a priority.

References

Champoux,J. E. (2016).&nbspOrganizationalbehavior: Integrating individuals, groups, and organizations.Routledge.

Verburg,R. M., Bosch, P., &amp Vartiainen, M. (2013). Getting it done: TheCritical success factors for the project managers in the virtual worksettings.&nbspTheInternationaljournal of project management,&nbsp31(1),68-79.

Becchetti,L., Castriota, S., &ampTortia, E. C. (2013). Productivity, wages,and intrinsic motivations.&nbspSmallBusiness Economics,&nbsp41(2),379-399.

Dévényi,M. (2016). Role of the Integrative Strategies and Tactics in HRNegotiations.&nbspSTRATEGICMANAGEMENT,&nbsp21(2),32-36.

Kirton,G., &amp Greene, A. M. (2015).&nbspThedynamics of managing diversity: A critical approach.Routledge.

Guillaum,Y. R., Dawson, J. F., Priola, V., Sacramento, C. A., Woods, S. A.,Higson, H. E., … &amp West, M. A. (2014). Managing the diversityin the organizations: The integrative model and agenda for the futureresearch.&nbspEuropeanJournal of Work and Organizational Psychology,&nbsp23(5),783-802.