Management Principles - PDF
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Added on 2021-05-31
Management Principles - PDF
Added on 2021-05-31
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Running head: MANAGEMENT PRINCIPLES Management Principles Name of the Student:Name of the University:Author Note:
1MANAGEMENT PRINCIPLES Introduction: Diversity refers to the recognition, understanding and the acceptance of the individualdifferences irrespective of the gender, age, class, race, physical ability, ethnicity, spiritualpractice and sexual orientation (Harvey and Allard 2015). This view is supported by the fact thatevery individual is unique and share biological or environmental characteristics. There are twodimensions for classification of diversity, the primary and the secondary dimension. Primarydimension is the one that focuses on the gender, age and sexual orientation while the secondarydimension deals with the education, religion, income and the geographical location. Although theprimary dimensions are easily noticeable but the secondary dimensions does not get on firstencounter. They only become noticeable after considerable number of interactions with theindividuals. The impact of globalization in the recent times led to the triggering of effectiveinteraction amongst the people from the different backgrounds and cultures. This has alsomotivated people to become more open minded in the worldwide marketplace with competitionfrom every corner of the continent. In such a scenario, questions arise on whether the acceptanceof diversity is detrimental or beneficial to a workplace. In the changing scenario of theorganization, diversity can never be a problem or a barrier to effective teamwork but asolution towards the benefit of the organization. The challenge however remains in extracting theessence of the diversity factor and tactically managing it for improving the organization and thepeople (Martin 2014). Discussion: Most of the organizations adopt diversity at the workplace based on their ownperspective for becoming more creative and remaining open to the change. In the recent years,
2MANAGEMENT PRINCIPLES improving and increasing workplace diversity has become a vital issue for the management dueto recognition of the change undergoing in the workplace (Saxena 2014). Although, managementof diversity remains a challenge, managers are gradually learning the skills necessary formulticultural working ambience and are also undertaking the initiative of teaching others invaluing the cultural differences and treating all the employees with respect and dignity. The United States first expressed the necessity for promoting workplace diversity duringthe period 1960 and 1970s. In the year 1961, President John F. Kennedy identified the committeeof the president on the prospect of equal employment with the vision of putting an end to thediscrimination in the employment by government (Barak 2016). The avoidance of discriminationgained momentum through the Civil Rights Act of the year 1964. However, the promotion ofworkplace diversity went further through the setting of a policy that promoted the chances ofequal employment and ensuring equal treatment to everyone irrespective of skin color, humanrace and nationality. However, recent works has put forward queries against the concept ofdiversity management, its ability to enhance the productivity and lift the morale along with theunderlying intention, assumptions and paradigms. Tatli ( 2011) put forward an argument againstthe use of the diverse people stating them as the repositories of the differences because they weredivisive. On the other hand, Blommaert and Verschueren (2002) put forward that diversitymanagement is not about managing the diversity but it deals with the management of thenegative influence of the diversity that is unacceptable. This includes the fight againstdiscrimination and racism. According to Homan and Greer (2013), there are two competing views of the teamdiversity, heterogeneity and homogeneity. In the context of a team, cognitive diversity refers tothe degree to which the members of a team differ based on experiences, perspectives and
3MANAGEMENT PRINCIPLES expertise. Based on the concepts of cognitive diversity researchers have put forward thatdiversity has a positive influence on effective teamwork due to the cognitive attributescontributed by each of the member. The cognitive diversity amongst the heterogeneous membershelps in promoting, innovation, creativity and problem solving thereby leading to superiorperformance compared to the cognitive homogeneous team. In the context of the perspective ofcognitive diversity, there are various counterarguments regarding acceptance of competing viewsof the diversity. The essay therefore, helps in conceptualizing the various characteristics of thediversity in a team for investigating its impact on effective teamwork. The performance of the team represents a multidimensional construct that includes themeasures of several outcomes such as qualitative team outcomes, team cohesion and quantitativeproduction. According to Horwitz (2005), the research on a team focuses on the measures of thequantitative and operational objectives of a firm in determining the team outcome that includesvolume of output/sales and the return on the equity. However, other qualitative and strategicobjective helps in determining team outcome. Therefore, the three primary domain of the teamoutcome includes the quality, quantity and the social integration for accessing the strategic,operational and psychological outcomes of team diversity. To understand the aspect of quality of team outcome for assessment of the impact ofdiversity it is necessary to consider decision-making, creativity and innovation, and problemsolving.Decision Making: Working teams often look for consensusand compliance in theprocess of decision-making (Rao and Tilt 2016). Although this is necessary in carrying out theteam’s goals however an overemphasis on the behavior of consensus thinking result in the sub
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