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Personal Managerial Effectiveness

   

Added on  2019-12-28

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PERSONAL MANAGERIALEFFECTIVENESS

TABLE OF CONTENTSTASK 1............................................................................................................................................1Introduction..................................................................................................................................1Literature Review........................................................................................................................1Discussion and Analysis..............................................................................................................3Conclusion and Recommendations..............................................................................................5TASK 2............................................................................................................................................7Introduction..................................................................................................................................7Discussion and Analysis..............................................................................................................7Personal and Professional Skills................................................................................................10Diversity Skills Audit By Applying the Managing Diversity Diagnostic Framework..............12Conclusion and Recommendations............................................................................................12REFERENCES..............................................................................................................................14

TASK 1IntroductionOrganizations perform number of operations with an aim to establish a prominentposition in the market place. Success and development of the firm depends on the efficiency ofhigher authority in which they utilize resources and manages them effectually. One of the crucialdeterminants that decide the productivity of organization is the personal and managerialeffectiveness. It is the combination of both leadership and management through which higherauthorities set goals, make decisions and articulate visions. Further, by enabling personalmanagerial skills, organization is able to achieve goals and targets. At present, organizationworks with diverse workforce in which it is required to manage people that belong to differentcultural backgrounds. Business group operating in different places encounter distinct culturesthat are prevailing in respective countries. Organizational performance significantly getsimpacted by the culture of nation. It gets affected in different dimensions specifically in itsoperational functions and managerial activities (Krajewski, Ritzman and Malhotra, 2013). It canbe assessed by using Hofstede's cultural dimensions model. By stating nation's culture indifferent dimensions, it enables an easy understanding of its impact on organizationalperformance. This systematic and planned approach leads to the assessment of internationalmanagement and on deriving better results. Report focuses on different aspects of correlationbetween culture and beliefs of nation and performance of the organization. In that respect, ahospitality group, that is, Ritz-Carlton Hotel Company LLC is taken into account. It is a luxuryhotel chain that operates in 29 different countries and deals with diversity management.Literature ReviewCulture of nation refers to the values and beliefs possessed by individuals that are livingin a country. This reflects an ideology endowed by countrymen and the manner in which all theiroperations are implemented. Each country has its own culture which is framed and evolved afterundergoing through several stages of historical developments. With the increase in globalisation,boundaries between countries have been marginalized. Hence, there are many business entitieswhich function in different countries that are having its ventures around the globe. With regard tothis, they possess diverse workforce in nature having employees from many parts of the worldwith distinct functional capabilities and skills (Cottrell, 2011). Heterogeneous workforce helps in1

the development of an important segment of operations, that is, diversity management in a firm.In order to study this, Hofstede’s model of cultural dimensions is used. It analyzes the impact ofnation's culture in four dimensions that are power-distance, uncertainty avoidance,individualism-collectivism and masculinity-femininity dimensions. It assesses the employee’svalues and behaviour on worldwide basis by considering the specification of each country.According to Huber, (2013) it has been stated that this model effectually analyzes thesituation prevailing in different countries. Analyzing different dimensions with respect to theselected country UK, impact of nation's culture on organization's performance can be evaluatedlike power-distance measures the degree in which hierarchy among different levels of the firmexist. It checks the distribution of inequality of power among different members of theorganization. In UK, there is less degree of power-distance index which states that in anorganization, each employee is treated equally with allocation of similar level of authorities andrights to speak. Hence, any organization operating in UK experiences the culture of equalitywhich increases the performance level of employees. On the other hand, according to Keller,Parameswaran and Jacob, (2011), low degree of power distance affects the regions negativelywhere employee demands the system in which everybody has its own place and their tasks thatare required to perform and are clearly stated. Example of a country that possesses high degreeof power-distance is UAE where inherent inequalities are reflected in culture.According to Wiig, (2012), one of the crucial factors that affect the performance oforganization is uncertainty avoidance. It reflects the nature of country to deal with theanonymous or ambiguous situations. Taking the reference of selected country that is UK, it haslow score in the factor that states about the nature of avoidance of uncertainty which means thatcountry possesses the tendency to get prepared to deal with the strange situation with which it isnot aware. Further, it has been accounted that existence of less degree of uncertainty avoidanceinduces the performance of organization that desires to get established at that place. Due to lowresistance power, it minimizes the cost of further adjustments. However, according to the viewsof Sallis, (2014), there exists a high degree of uncertainty avoidance in some country which isalso beneficial on some grounds. For instance, UAE is high on the index of uncertaintyavoidance which means that country is resistant towards the change possessed by outsiders. Asper the values of employees, they have busy nature and cater to achieve materialistic goals andneeds. They are not ready to accept change with respect to the acceptance of organization with2

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