BUS610 Week6 Summary Paper 2
BUS610 Week6 Summary Paper 2
Popular in Course
verified elite notetaker
Popular in Department
This 10 page Study Guide was uploaded by Experthelper Notetaker on Friday November 6, 2015. The Study Guide belongs to a course at a university taught by a professor in Fall. Since its upload, it has received 25 views.
Reviews for BUS610 Week6 Summary Paper 2
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 11/06/15
Organizational Changes 1 Running Head: ORGANIZATIONAL CHANGES Organizational Changes Guy Hall BUS 610 Professor Kathryn KingMetters February 15, 2010 Organizational Changes 2 Organizational Changes In this paper, I will discuss how diversity management challenges managers and whether the necessary change management process to alter workplace behaviors would significantly improve overall organizational effectiveness. The focus of the organization described in this paper includes examples and situations based on a typical corporation that has employees whom had been impacted by recent diversity conflicts and morale issues. The changes the organization will undergo will include changes to organizational polices and procedures, strategies to increase participation, and implementation of effective and sound diversity training. The success rate for implementing major organizational change is low, for several reasons. Initially, asking organizations to change the way they conduct their business is similar to asking individuals to change their lifestyle. It can be done but only with the greatest determination, regulation, determination, commitment, and a clear plan for implementing the change. Second, resistance to change is a natural response to something that we are unfamiliar with and have never experienced before. All people resist change, some more than others. Managing that resistance is an important part of the process. Third, change creates hesitation. Organizations generally achieve predictable results with their existing business model. Their results may not be the desired results, but they are predictable. Change is inevitable regardless of how strong an organization is. The results may be far better but they may also be far worse. In addition, success often Organizational Changes 3 looks and feels like failure until the change is very nearly completed. Staying the course of implementing a change that is necessary for its success meets with continuing human and organizational resistance and pressure to pull the plug before the process is completed. Managing the process of change is essential to successful implementation. Diversity training and education alongside being able to understand basic differences in the workplace has similar benefits including showing examples of how people like to be treated, depicting models for effective behavior of the individual and the organization, and establishing basic knowledge of differences and similarities. In a very interesting and to the point type online article about Obama taking office and changing the way workplace diversity is defined, the author stated, “Focusing on socioeconomic status is ‘very cutting edge’ and just now is starting to be part of the diversity discussions at some employers, Bendick says. ‘Companies that are really trying to establish diversity initiatives around the business case are finding that they have to be more sophisticated about how they define diversity,’ he says” (Marquez, 2009). Furthermore, this justifies why organizations should step up and focus on its employee’s diversity awareness. After all, employees are organizations major assets towards being successful and making profit over time. In an article that discussed differences in the workplace, the author stated, “I have also seen representatives of professions challenge and question the qualifications and experience of their own immigrant and/or aboriginal members. Their belief is that only mainstream professionals with mainstreamonly experience can possibly be as qualified as one of them” (Anonymous, 2009). Understanding differences such as this one is a very Organizational Changes 4 sensitive issue to some and more of a daily habit for others whom it is not a major concern to. Differences are especially unique as it allows a workplace to experience diversity on a daily basis; however, if an organization does not have some sort of awareness training in cultural, gender, generational, and age differences etc., then some employees may not already have enough understanding of how to cope with these environmental changes. Through understanding, an employee’s background and acting appropriately working conditions are found to be more favorable. An anonymous author’s article, Value differences: We live in a diverse world and must welcome all to workplace (2009) study stated, Yet, with the fastchanging demographics of our workforce, we can no longer afford to allow false assumptions, stereotyping, prejudice and racism to enter our work world. However, we also know that the skills needed to work effectively with people from different cultures, different values, different races, genders or sexual orientations do not come easily. We have to develop the new values of diversity, inclusion and cultural competency and help people and organizations become more selfaware. Our goal should be to create a working environment where all differences are valued and all our employees are active participants in high performing teams. (Anonymous, 2009) This kind of situation often arises due to the management’s unawareness of what background an employee has. They may well be aware of it at the time when the employee is appointed, but with the passage of time forget it altogether. Larger organizations tend to be more prone to this situation in which the employee feels left out or alienated. However, more serious than alienation are issues of racism and other forms of discrimination. Organizational Changes 5 Most organizational changes desired today , especially those related to diversity changes, are breakthrough, extreme, or revolutionary changes. They affect all parts of the organization, whether it is financially or physically. In an online article a author stated, “In economic downturns, diversity programs are often among the first to get the ax. Nevertheless, this is ‘shortterm thinking,’ says Herring. Instead, ‘organizations need to make that extra effort to recruit and retain all different kinds of people from different backgrounds’ to tap into their talents and get an edge on competitors” (Conner, 2009). It is imperative that an organization does not allow financial problems to hinder its diversity awareness process , as this will only bring down the overall quality of its manpower, which will inturn leave room for a possible downfall. To succeed, leaders must also anticipate and initiate what must be done. Using excellent examples in an online article a writer stated, that they want to “establish crossnetwork groups that could organize events for the various affinity groups within the company. She is also looking into ways that the company could measure employee attendance at these events” and the writer continues to state that they “want to establish a requirement of how many events an employee has to attend per year and that would become part of the employee's performance evaluation. ‘People may initially attend events because they have to check a box, but they stay and learn and it benefits everyone,’ she says” (Marquez, 2009). In this article, it is clear to see that people will need to learn to change their expectations, mindsets, and assumptions about what is important, and how they get things done before they change their behavior. People need new skills and capabilities to accomplish new tasks. Organizational Changes 6 Organizational change is learning how to develop the capacity to learn and grow as an organization. Effective change is internal. To change, people need both information and relationship. Information engages the logical side of the person, providing the what, why, and how of a change. Relationship fundamentals such as trust, credibility, similarity between words and actions, sharing of relevant information, and teaching of relevant skills forms the basis of a modified type of management. Every organization has a visible level of behavior, structures, policies, and systems, but below this lays the culture, which contains basic values, assumptions, patterns, and expectations. Change within organizations must occur for diversity awareness to be recognized and accepted. This could also be a lengthy and difficult task. Organizations implementing change may find that the comfort level of some individuals within will be compromised, bringing about possible resistance. In an online article the writer stated, “Conduct an organizational selfassessment. Assess who your employees are, who your clients, customers and suppliers are and what stereotypes or assumptions you make about these individuals. Write these stereotypes down and then analyze them for accuracy.” (Anonymous, 2009). This should be done because if this assessment is not understood and carefully dealt with, the resistance from employees may cause a fair amount of future tension and conflict, undermining any positive outcome for the organization. Most large scale change efforts do not achieve their objectives. Important changes are either aborted before implementation, go wrong just as they begin, or never develop the expected business results. However, the few who succeed at change experience a huge competitive advantage. Organizational Changes 7 In an article regarding sexual orientation and what role employee resource groups have, the writer stated “In the United States today, it is legal in 30 states to fire, decline to hire or promote otherwise discriminate against an employee merely because of his or her sexual orientation or perceived sexual orientation. Due to fear of rejection, harassment and discrimination in the workplace many gays and lesbian employees must hide their true identity on their jobs” (Hollier, 2009). This clearly states that if this sort of treatment is being allowed throughout the United States workplaces, there is no telling to what extent the amount of hardship is endured by many different people of different orientations. There are many alternate strategies to rectify problems with diversity management within the workplace. Effective communication is very important in today’s business environment because companies often operate in many countries and workforces are becoming more diverse. Employees who can successfully communicate in a global environment repeatedly find themselves being able to take on more and more complicated and complex work assignments, traveling and working in other cultures, and receiving advancements. There is an organization called Cisco Systems, that is dedicated to improving workplace diversity and the writer in an online ProQuest article stated, “‘Cisco has long understood the benefits of a diverse, integrated workforce and has worked hard to create a positive working environment that respects diversity. Cisco is executing on our commitment to diversity through bestpractice initiatives that include the Global Inclusion and Diversity Council, which integrates inclusion and diversity into business Organizational Changes 8 processes and operations at all levels of the organization” (Cisco, 2009). Organizations such as Cisco can be enhanced to improve the current organizations not fulfilling standards that would rectify diversity issues harmful to a businesses success. In another online article the author stated, “Guacamole Doritos, Wasabi Funyuns, and Mountain Dew Code Red are three fruits of PepsiCo Inc.'s diversity initiatives. These initiatives, which include mentoring programs and support groups, attempt to harness employees' racial and ethnic heritages for competitive advantage. So far, the company's efforts seem to be paying off: For instance, PepsiCo attributed part of its 8 percent growth in 2004 revenues to its diversity programs, reports a Nov. 14, 2005, article in The Wall Street Journal” (Conner, 2009). This is yet another organization that is focused on improving the overall gender, race, and sexual related issues affecting how the workplace functions having many people whom with different backgrounds. As a proposal, understanding differences in the workplace is a concern for everyone and I have found that there is without a doubt a significant value to having an extended level of knowledge on culture, gender, and race issues through means of extensive training and education. O'Rourke stated “Your response to the cultural habits and preferences of others is a mark of your respect for them and an acknowledgement that they are not only different but that those differences are important” (O’Rourke, 2007, pg.108). In addition, implementing diversity changes is specifically directed toward learning from those who are not the same, about selfesteem and respect for all, and about establishing workplace environments and practices that promote learning from others and encapsulate. Organizational Changes 9 In conclusion, organizational change is complex and specific in regards to improving overall organizational effectiveness through change management, altering the usual behaviors of employees to implement new policies and procedures. An organization that has sound polices and procedures, strategies, and effective implementation for introducing diversity training to its employees will be successful, however there are always pros and cons in any given situations. References Anonymous., Value differences: We live in a diverse world and must welcome all to workplace. (2009, September 12). Winnipeg Free Press, G.1. Retrieved February 12, 2010, from Canadian Newsstand Complete. CISCO: Examining Workplace Styles of the Sexes; Businesses Urged to Harness the Power of Difference for More Effective Team Management. (5 November). M2 Press wire, 1. Retrieved February 12, 2010, from ProQuest Newsstand. Conner, A.. (2009, October). Diversity Brings the Dollars. Stanford Social Innovation Review, 7 (4), 9,11. Retrieved February 11, 2010, from ABI/INFORM Global. Hollier, G.. (2009). The Role of Employee Resource Groups for Different Sexual Orientation Employees in Corporate America. Journal of American Academy of Business, Cambridge, 15 (1), 264269. Retrieved February 10, 2010, from ABI/INFORM Global. Organizational Changes 10 Kinicki, A. and Kreitner, R.. (2009). Custom book for Ashford: Organizational Behavior. Organizational Key Concepts, Skills, and Best Practices. United States: The McGraw Hill Companies, Inc. Retrieved February 14, 2010. Marquez, J. (2009). Diversity: The Obama Effect. Workforce Management, 88 (4), 121. Retrieved February 13, 2010, from Academic Search Premier database. Milliken, F. J. and Martins, L. L. (Apr., 1996). Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups. The Academy of Management Review. Retrieved February 11, 2010 from http://www.jstor.org/stable/258667. O’Rourke, James S, (2007). Management Communication: A CaseAnalysis Approach, Prentice Hall, Upper Saddler River, NJ, 3 edition. Retrieved February 9, 2010.
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'