...Managing Change in the Workplace ABSTRACT Change is uncomfortable for many people. It is important, when managing change to take into consideration many different things. As an executive director of a non-for-profit, there may be many different responsibilities that you must take on and/or manage other staff in doing that some other agencies do know recognize or have to deal with. It is important to communicate with staff and other involved of the management style and changes that you plan on implementing. In addition, it is important to have understandings that change in inevitable at some point and it could be your executive director themselves. INTRODUCTION For most people, any type of change is uncomfortable. Therefore, when managing change in the workplace, it is vital to help people see that whatever they've been doing in the past can no longer take place-that neither they, nor the business, will be pertinent without change. Managing change in the workplace is a constant for all leaders. In order to stay significant as a business you must regularly redefine your way of operating, your product and/or service offerings and the impact you have on your customers and expansive community. According to Homes (2013), as you are leading change, big or small, see to it that these four elements are done: build a sense of urgency, create a clear tomorrow, get people involved at the right level and have clear actions and expectations...
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...Managing Diverse Workforce Name Institution Introduction The concept of workplace diversity refers to the differences that exist within an organization based on the employees working together in a team (Sonnenschein, 2009). It is imperative to note that the modern working environment calls for the need to manage the diverse workforce. As such, the management shoulders the responsibility of ensuring that they effectively manage diverse employees within their organization. It would sound simple to think that managing such team does not require tact and knowledge. However, it is pertinent to note that the aspect of diversity encompasses many fields like ethnic background, race, and age of individuals, gender, educational level, and the personality type of people. Additionally, diversity involves how the individuals perceive themselves and others of the different background than theirs. Hence, the perceptions will interfere with how they interact with others and the manner in which the organization will operate (Blunt, 2009). Therefore, for various assortments of employees to be in a position to function effectively within an organization, the human resource personnel must effectively deal with a broad range of issues. For instance, they must address change within the organization, communication aspect, and adaptability to the working environment. Furthermore, the issue of diversity will significantly increase in the future hence the need...
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...Workplace Diversity: Benefits, Challenges and Solutions Workplace diversity refers to the variety of differences between people in an organization. That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more. Diversity not only involves how people perceive themselves, but how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets...
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...MANAGING DIVERSITY The Managerial Implication of an Increasing Diversity in Workforce Author/Student Note:Bong joseph laila ,MBA Student; Frederick Taylor University Moraga CA USA. This Research paper was conducted independently without any funding support nor groupwork;all correspondences should be addressed to josephlaila86@gmail.com. Managing Diversity Abstract Diversity means different things to different organizations.True diversity management articulates and raises performance standards by requiring organizations to learn to recruit, train and support people. Finding ways of working with diverse people involves valueing and utilizing differences as well as finding a common ground for intergrating a mix of people into organizations.This paper shows that organizations more often prefer a more diversified workforce basically because it makes business sense.By maximizing talent,fostering innovation;and tapping into the creativity of a diversified workforce;the altimate result will be increased profits,increase competivity and organizational effectiveness as a whole. Managing Diversity Introduction Between the 1960s and the 1970s management approach layed emphasis on eliminating unfair discrimination through legal compliance for women and ethnic minorities.This was the affirmative action approach which “focuses on achieving equality of opportunity in an organization and...
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...Managing diversity in the workplace means bringing together people of different ethnic backgrounds, religions and age groups into a cohesive and productive unit. Advances in communication technology, such as the Internet and cellular phones, have made the marketplace a more global concept. In order to survive, a company needs to be able to manage and utilize its diverse workplace effectively. Managing diversity in the workplace should be a part of the culture of the entire organization (Root, 2015). Businesses that fail to successfully manage diversity will suffer economic and social consequences. A workplace culture that allows low morale, employee turnover, harassment, discrimination, absenteeism, and disruption to work teams results in a loss of productivity. When individuals are marginalized or isolated by their co-workers and/or managers because of cultural differences, the outcome is a loss of productivity, business opportunities and the potential for charges of harassment and discrimination (McArthur, 2010). To surpass these risks and effectively manage diversity, George and Jones (2014) believe that managers (and other organizational members) must possess or develop certain attitudes and values and the skills needed to change other people’s attitudes and values. These two authors go on to describe the steps that managers can take to change attitudes and values and promote the effective management of diversity. Step one is to secure top management commitment. Top management...
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...Running head: ORGANIZATIONAL TRENDS DISCUSSION Organizational Trends Discussion Team B University of Phoenix Organizational Behavior and Group Dynamics MGT/307 Jack Land October 13, 2011 Organizational Trends Discussion High performance organizations are known as successful businesses. In order for them to be successful, they need to have a strong management to gain that success. The work environment can be a very stressful place to work in, but it can also be very rewarding if managed properly. This paper discusses the characteristics of a high performance organization and stress management techniques. High performance workplaces and organizations are entities that have developed and maintained certain successful processes that allow them to foster employees' commitment/dedication, service their customers effectively, and remain competitive. Examples of those processes are: the organization's culture (When an organization's culture is well defined, employees are more likely to understand it and want to be part of it), the high level of commitment of the employees (with organizational commitment, employees express dedication to the company because they feel a sense of belonging and a sense of duty towards that company), client centeredness (customers are the main reason companies are able to exist. Therefore, when client centeredness takes center stage, the result is complete customer satisfaction, cultural diversity (embrace cultural diversity...
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...Managing Diversity in the Workplace The modern business environment is marked by the many people-oriented variables brought to organizations. These variables include gender, race, age, and religion, and socioeconomic background, regional and national origin. All these factors form the current workforce in the market place. Diversity is widely recognized as one of the world’s greatest strengths. Diversity continues to affect the society and the organizational workforce in the process of shaping the 21st century workforce (Konrad, 2006). Organizations appreciate individual sensitivity and differences to allow them to succeed at the organizational mission. Sensitivity and training on diversity focuses on changing the standards and expectations of people. This paper gives details on understanding diversity. Although the scope is limited, it highlights how the understanding of diversity is a challenge in managing the current workforce. It remains a fact that the contemporary workforce does not have the same desires as the previous workforce. Work diversity is a challenging experience. Managing and valuing diversity touches on peoples’ values, emotions and beliefs. It demands that people must change their behavior. It demands that organizations must question and change their systems, policies and practices some of which have not been questioned for centuries. Besides, they have contributed to the organization’s values, traditions, and ultimate success (Albrecht, 2011)...
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...Managing Ethics in the Workplace Trinidad,Loudine T. BSE-4C Marketing Prof. Rose Marie Ramos Managing Ethics in the Workplace Managing workplace ethics promotes shared values that result in better cohesion of the workforce, and play a crucial role in the success of any organization Workplace ethics are the application of morality, or concepts such as good and bad, right and wrong, justice and virtue to all activities of the business. It closely relates to corporate social responsibility, but is much wider in scope. The scope of business ethics lies in two dimensions: 1. Workplace behavior ethics, or the illegal and questionable practices of individual managers, such as wrongful use of resources, mismanagement of contracts and agreements for personal gain, conflict of interests, and the like. 2. Business ethics issues, such as ethical dilemmas when making decisions, dealing with stakeholders, and the like. The primary requirement for managing ethics in the workplace is an understanding that workplace ethics is a continuous and on-going process ingrained to management practices, and not a deliverable defined project. It influences the way the organization functions, and remains independent of profits or product range. • Ethics Policy Irrespective of the dimension of business ethics, the basic requirement for managing ethics in the workplace is to have a strong ethics policy in place that makes the company’s ethics policy transparent...
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...Administration College of Business and Public Administration Governors State University By Shari Denise Holloway Winter 2007 Approved: ____________________________________________ Dr. Robert B. Donaldson Date: TABLE OF CONTENTS PAGE ABSTRACT………………………………………………………………………….....4 INTRODUCTION…………………………………………………………………...….5 WHAT IS DIVERSITY ……………………………………..........................................6 WHAT IS WORKPLACE DIVERSITY ………………….………………….….…….7 Corporate Culture and Diversity ………………………………….……………9 DIVERSITY POLICIES AND PRACTICES IN THE WORKPLACE………………14 Workplace Discrimination ……………………………………………………14 Glass Ceiling ………………………………………………………………….15 Affirmative Action…………………………………………………………….16 Equal Employment ……………………………………………………………17 FROM VALUING DIVERSITY TO MANAGING DIVERSITY …………………...18 MANGING A DIVERSE WORKFORCE: A Multicultural Approach ………………18 DIVERSITY FACTOR (THE ISSUES)………………………………………………21 Cultural Collision ……………………………………………………………..22 Benefits ……………………………………………………………………….22 Challenges……………………………………………………………...……..24 IMPLEMENTATION OF A MORE DIVERSE WORKFORCE………...…………..25 Building a Diverse, High-Quality Workforce…………..…………………….25 Recruiting and Retaining a Diverse Workforce………………………………26 MEASURING DIVERSITY………………………………………………………….27 How is Diversity Initiative Being Measured...
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...Emotions in the Workplace Tamara L. Ginter Southern New Hampshire University Crying At Work: Displaying Strong Emotions in the Workplace We all feel emotions. Yet, it is a well-known “fact” that emotions do not belong in the workplace. Business literature for decades has reinforced the stereotype that emotions negatively affect the workplace (see, for examples, Taylor, 1947; Whyte 1956). Only recently has research begun to focus on the many facets of emotions on organization behavior (Huy, 2012; Kluemper, DeGroot, & Choi, 2013; Mirela & Iulia, 2013; Muchinsky, 2000; Perrone & Vickers, 2004; Zineldin, 2012). This paper will address several aspects of emotions in the workplace, including: managing emotions, displaying emotions, management styles that use emotions as a tool, and changing an organization’s emotional climate. Managing Emotions Of the five categories of emotions defined by Lazarus and Lazarus (1994, cited in Muchinsky 2000), only two of the three categories consist of positive emotions. Muchinsky (2000) hypothesizes that it is how we respond to emotions, our coping efforts, that “are a major contributing factor in understanding job performance” (804). Several factors can make some organizations ineffective at managing emotions. The first is due to coping efforts, which are “not just a fixed set of strategies…but a changing pattern that is responsive to what is happening” (Muchinsky, 2000, p. 804). For some organization where managing “fixed strategies”...
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...Organizational Trends Nathaniel Benson, Felton Wells, Kevin Harring, William Kindred MGT/307 February 17, 2011 Charles Parnell Organizational Trends Team B entered discussion concerning organizational trends. Within the discussion the team came to a consensus about its thoughts toward organizational trends. In this paper we will describe the characteristics of high performance workplaces and organizations, discuss how high performance workplaces and organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics. We will then compile strategies for managing workplace stress, and evaluate emerging trends in organizational behavior related to high performance workplaces and stress management techniques. Although each organization has its own way of doing things, trends in high performance workplaces and organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics. High Performance Workplace and Organization Characteristics Organizations consist of many characteristics of high performance. A few of these characteristics consist of work clarity, and a capability assessment. Work clarity consists of making sure every employee understands why the organization exists and what is important. The process makes it clear to all employees in the organization, what business the larger or parent organizations are in and...
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...Managing Workplace Diversity & The Relationship with Human Resource Management and How Effective It Is Course: Business & Management Submission Date: 03/05/2012 Submitted to Leeds Metropolitan University Word Count:2989 Contents Contents Contents 2 Introduction 3 Diversity 4 Diversity in the Workplace 4 Emergence of Diversity 5 Legislation and Problems they Solve 6 Emergence of Managing Diversity 7 HRM 8 Relationship with Managing Diversity 9 HRM in the UK vs. USA 10 Reasons Supporting HRM 11 Critical Arguments Posed to HRM 11 Recommendations 11 Conclusion 11 References 11 Introduction In this report I will be investigating managing diversity and taking a look at how it has developed and how it has had an impact on everything in life. I will mainly focus on how this has had an effect in the workplace and look at key arguments that support diversity and look at arguments against diversity in the workplace and why this may be considered a negative or a hindrance and most importantly I will look at how successful this has been at helping companies maximise their assets and key areas that I have identified that need to be improved. In the second part of my report I will examine the close links of managing diversity and human resource management (HRM). I will look at factors that support it and arguments that need to be considered when looking at HRM. Diversity Diversity in people can be described as the subtle differences...
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...Generation Change: Is Managing Role Ambiguity The Number One Challenge Facing Employers in the Silicon Age? Generation Change: Is Managing Role Ambiguity The Number One Challenge Facing Employers in the Silicon Age? Are you struggling to keep your workforce motivated and harmonious in the face of constant change? Is your team struggling to deal with the ambiguity created by a fast-evolving market place? You aren’t alone, and a solution may be closer to home for your workforce than perhaps they first thought. A recent study conducted by Dr. Ben Searle of Macquarie University in Sydney has found significant links between workplace role ambiguity and an employees’ reported level of anger, anxiety and threat perception. Dr. Searle’s study involved 602 participants across a range of companies and industries fulfilling duties all the way up to managing director. The participant group was asked to self-report on perceptions of role ambiguity, experienced levels of anger, anxiety and workplace threat appraisal. In this study, participants were asked questions as to whether they fully understood what was expected of them at work on a day-to-day basis regarding particular tasks, or a range of tasks. This data was then compared with responses to questions which probed whether they had felt anxious or angry at work. Threat appraisal was determined by whether the respondent felt it was more or less likely that their work day was going to be a negative experience for them...
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... Institute Name : City of London College Unit Name : Managing Human Resources Credit Value : 15 credits Assignment Title : Mercer Submission Date : Lecturer : Nadine Gibson Learning Outcomes: LO 1 Understand the different Perspectives of Human Resource Management LO 2 Understand the ways of developing flexibility in the workplace. LO 3 Understand the impact of equal opportunities in the workplace LO4 Understand approaches to human resources practice in organisations Case Study – Mercer Mercer is a medium sized, family run UK manufacturer, located in the Midlands. The company was established in 1980 and focus predominantly on the UK market. The company originally employed 25 staff, most of which were family members. Over the last 30 years the organisation has grown significantly and the company is looking to expand its operations outside of the UK, particularly in Europe. Mercer currently employ 125 workers, 100 of which work on the factory floor including line managers and the reminder accounted for several administrative post including marketing and sales. Traditionally, employee issues such as recruitment and the management of employee disputes were dealt with by on an ad hoc basis by a senior manager. The system has placed signification strain and stress on both the employees and management. The growth of Mercer has led to changes the business structure and the work patterns of the company. In...
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...legislation and managing diversity approaches. Discuss. Equality is the complicated theory to explain because of the wide variety of meaning attached to concept. Depends on the article of Jewson and Mason’s (1986), they express the equality in liberal and radical approach. In the liberal view, equal opportunity, this exists when all individuals are freely able to compete for social rewards. As Webb (1977) said, the liberal approach which is according to a belief in the rights of the individual to universally possible standards of justice and citizenship. The emphasis is on the individual, for example job selection should be focus on the merit of individual which performs fairly. On the other hand, the radical approach is to achieve not only the equal opportunity, but also the equal outcome. Compare to liberal approach, the focus of the radical approach is not on individuals, but on groups. “The ideal of the radical approach is a situation where every workforce is representative of all the social groups available to it” (Kaler, 2001: 53). For instance, although individual who is the group representative, the principle of selection will not choose the merit alone. To conclude, equality can be theorized in liberal and radical approach. Regard to the complicated conception of equality, to get the equal opportunity in employment which also is a complex and huge progress. It requires a mix of affirmative action legislation, anti-discrimination legislation and managing diversity approach...
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