Leadership dealing with Diversity &Managing Differences

8/9/2019 Leadership dealing with Diversity & Managing Differences

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Leadership dealing with Diversity &

Managing Diferences


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Anum Zahra

Roll # 13


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Leader An Australian Perspective!

there are "ollowingcharacteristics o" highlyefective and respectedleaders as people who

• have an appetite "orlearning and developingothers$

• are change ena%lers$

• are a%le to coachpeople$

• communicate throughlistening$

•have courage$

• have integrity$

• inspire and motivatepeople$

• lead %y eample$ and

• value diversity'


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LeadershipLeadershipinvolves

(sta%lishing a

clear *ision!+haring thatvision with othersso that they will"ollow willingly!

,roviding the in"ormation! -nowledge and methods toreali.e that vision!

and

/oordinating and%alancing thecon0icting interes

ts o" all mem%ers


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Diversityacceptance andrespect'

• 2t means

understanding thateach individual isuniue! andrecogni.ing ourindividual

diferences'

• hese can %ealong the dimensionso" race! ethnicity!

gender! seualorientation! socio4economic status!age! physical

a%ilities! religious%elie"s! political


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+ania Alta"

Roll # 31

M O


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Mean ng ODiversitymanagement:

• 2t is ensuring that "actors are inplace to provide "or andencourage the continueddevelopment o" a diversewor-"orce %y melding these

actual and perceiveddiferences among wor-ers toachieve maimum productivity'

• Diversity is more than %eingpolitically correct$ it is a%out

"ostering a culture that valuesindividuals and their wide arrayo" needs and contri%utions'


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Managing Diversity

P


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Pr nc p es oDiversityManagement

Diversity management can%e divided into twocategories4

a' he internal efect has an

in0uence on organi.ationalstructural changes within thecompany'

%' he eternal efect

concerns the environment o"the company e'g' customers!sta-eholders! suppliers etc'


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DierentApproaches

• hey are• A5rmative action

• *aluing diference

•

Managing diversity• (ach approach see-s

to etend %eyond thelegal mandates

reuired %y the eualopportunity 6((78laws'


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Managing Diversityis Dierent fromArmative Action

• Managing diversity "ocuses onmaimi.ing the a%ility o" all employeesto contri%ute to organi.ational goals'

• A5rmative action "ocuses on speci9cgroups %ecause o" historicaldiscrimination! such as people o" colorand women' A5rmative actionemphasi.es legal necessity and socialresponsi%ility$ managing diversityemphasi.es %usiness necessity'

• 2n short! while managing diversity is

also concerned withunderrepresentation o" women andpeople o" color in the wor-"orce! it ismuch more inclusive andac-nowledges that diversity must wor-"or everyone'


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:ira ;a.ir

Roll # 13<


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Assumptions =hen Diversity

2nvolves 2n >lo%al +trategy

• First is that the central challenge isto stri-e the right %alance %etweeneconomies o" scale and

responsiveness to local conditions'

• econd is that the more emphasiscompanies place on scale economies

in their world wide operations! themore glo%al their strategies will %e'


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!o" #ective LeadersManage Diversity

An efective leader will do the

"ollowing tas-s to managediversity

$: co%t the Talent

• he team leader should actas a scout "or the talent

• which means a leader is aneperienced talent evaluator!

• who travel etensively "or thepurposes o" watching

people?employees per"orm

their chosen @o%s anddetermining whether their seto" s-ills and talents represent

what is needed %y theorgani.ation'


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/ontinued

&' (o Micromanagement

• his means a leader should give thediverse employees a "ree hand onthe smaller tas-s or giving theemployees their privacy in somesituations and should devote their

time to supervise larger concerns'


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/ontinued

)' Demonstrate commitment andacco%nta*ility

• Demonstrate commitment and

accounta%ility %y• 2denti"ying relevant per"ormance measures

in diversity management and monitoringprogress regularly'

• Assigning o" resources 6e'g' personnel!%udget8 to diversity managementinitiatives'


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+idra


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/ontinued

+' ,omm%nicate

• /ommunicate the importance o" an inclusive andharmonious wor-place to set the tone "or the organi.ation'

• his can %e articulated during management meetings!

company events! or in"ormal sessions with employees'-' .e a role model

e a role model "or %ehavior epected o" managers andemployees %y

• ,articipating actively in initiatives to promote an inclusive

and harmonious wor-place 6e'g' training! wor-placeactivities! employee networ- groups! etc'8

• Living the organi.ation values and demonstrating inclusive%ehavior'

mprov ng on


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mprov ng onmanagingdiversity

• Among the many actions thatcan %e considered %y the Leadersto improve on their organi.ationsdiversity management! the"ollowing are stressed on

•

,ommitting themselves tomanaging diversity

• /aining People commitment

• Promoting 0ncl%sion 1i'e'2*elonging3

•

0ncreasing People#mpo"erment

• Facilitating Family spirit

• Listening more to sho" the#mployees appreciation


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$',ommittingthemselves tomanaging diversity

• (specially %y loo-ing"or the good o" all! not @ust theirs! and %y

• olerating am%iguityand eplainingdiversity away

• olerating diversityand helping their,eople accepting it asa "act o" li"e

• Bostering mutual

adaptation o" theirpeople to achieve theircommon interests %ycapitali.ing on change'


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/ontinued

&'/aining People commitment:(mployees commitment has three levels

• 7%ligation!

• elonging

• 7wnership'

)' Promoting 0ncl%sion• ,romoting inclusion 6i'e' %elonging8 is needed to "oster

mutual respect among (mployees and reuires securing theright to spea- out and to advocate personal demands'

+'0ncreasing People #mpo"erment

• hat can %e relatively attained through the delegation o"more responsi%ilities and authorities down the hierarchy! andthe increase o" the occasions o" learning "or the employeesand enhancing the independence among them'


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+hahid


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-'Facilitating Family spirit

• +uch can %e done %y

• :elping %uilding trust among the ,eople

•

Bacilitating communication• /lari"ying and rendering eplicit the vision and o%@ectives

o" the 7rgani.ation

• /reating an atmosphere o" competence sharing and"ostering trust'

4'Listening more to sho" the #mployeesappreciation

• y %eing "ully engaged in listening

•

eginning %y understanding• >iving time

• >etting concerned

• +oliciting "eed%ac-


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,ontin%ed

M%t%al 5espect he >olden Rule states weshould treat people the way wewould want to %e treated' =ithso much diversity in our society!

that rule o"ten gets people intotrou%le'

M%t%al /oals

(mployees really want to do agood @o%'

he leader should convey andmotivate the employees clearlythat their goals andorgani.ational goals are mutual'


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• Positive feed*ac6 to enhance team spirit

• hroughout the evaluation period! "eed%ac-should %e given so that when the evaluation

review is actually conducted$ neither the managernor the employee is surprised %y the results'

• M%ltic%lt%ral for innovation *%t homogeno%sfor ro%tine

• Multicultural diversity means people "romdiferent cultures and su% cultures' Multiculturalteams %ring innovation and creativity %ut at thesame can result in many con0icts'

• Diversity Training

• A good leader will lead the diverse wor-"orce %yproviding them with the necessary training that

they need to wor- in a diverse wor-place'

7 y s o% "e


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7 y s o% "estrive fordiversity inpersonnel8

Diversity in personnel hasdiferent advantages pertainingto %usiness economics 4

a' Attraction for a "idergro%p of c%stomers:

More people can identi"ywith the organi.ation' hiscould increase yourturnover$

*' More creativity "ithinthe organi9ation:

Diversity leads toinnovative products andservices! which isnecessary to compete

with other %usinesses$

c' An improved *%sinessimage:

More people see you as anCemployer o" choiceC'


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hurram +heh.ad


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.enets ofDiversity he *arious advantages o" having adiverse wor-"orce are the "ollowing$

• 2t helps motivating employees'

• 2t enhances the innovation andcreativity o" employees'

• 2t helps in reducing cost'

• 2t creates 0ei%ility in the

organi.ation'• 2mmediate access to pro%lem

solving'

• (asy trans"er o" -nowledge'

• etter mar-eting structure'

•2nnovative wor- environment'

• 2mmediate outcomes'

• Bul9llment o" social responsi%ility'

• 2t helps attract and retainemployees'


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:ow leadership managing

diferences

re at ons p


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re at ons p*et"eenmeme*ers ;leader'

he Leader4Mem%er(change heory 9rstemerged in the 1EFGs' 2t"ocuses on therelationship that develops%etween managers andmem%ers o" their teams'

he theory states that allrelationships %etweenleaders and su%ordinates

go through three stages' hese are

Role4a-ing'

Role4Ma-ing'

HRoutini.ation'H


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Asad


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• 0nroup mem%ers tend to have less access tothe leader! and o"ten donIt receive opportunities"or growth or advancement'


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hree +tages

$' 5ole


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)'5o%tini9ation

During this last phase! routines %etween teammem%ers and leader are esta%lished'

• 2n4>roup team mem%ers wor- hard to maintain thegood opinion o" their leaders! %y showing trust!respect! empathy! patience! and persistence'

• 7ut4>roup mem%ers may start to disli-e or distrust

their leaders' ecause itIs so hard to move out o" the7ut4>roup once the perception has %een esta%lished!7ut4>roup mem%ers may have to changedepartments or organi.ations in order to Hstart over'H

•

7nce team mem%ers have %een classi9ed! evensu%consciously! as 2n4>roup or 7ut4>roup! thatclassi9cation afects how their leaders relate to them"rom then on! and it can %ecome sel"4"ul9lling'


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=or-"orce diferences

• A wide range o" demographic trends'which have the potential to radicallychange the demographic! cultural

and ethical miture o" the populationin many countries within @ust a "ewdecades'


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;agina 2llyas


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/hallenges 7" =or-"orce Diferences

• =or-"orce diversity is not @ust a%out diferences interm o" gender! age! religion! cultural %ac-ground!race and ethnicity'

• they modi"y the nature and demands placed on

leadership and management and %ring intoprominence the concept o" diversity'

• :ow well or how prepared managers are a%le toinvest in the concept o" diversity will impact not

@ust on wor- issues %ut also on sensitivity tocustomerCs needs! legal compliance! %usinessCethical issues! pro9ta%ility and even socialcohesion'


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/ontinued

• Diversity management is a strategicprocess to manage

• A diverse wor- "orce including the 9ght

against stereotypes! pre@udice and all -indo" discrimination due to the individualperceptions and assumptions4 in themanner to maimi.e

• he %ene9t and minimi.e %arriers o"diferent opinions! %ehavior and attitudeso" human %eings within a company'


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Zuha Jahya

Roll # 13K


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The leaders can deal "ith diversityin Pa6istan= organi9ations *y6eeping follo"ing points in mind:

#m*race diversity:+uccess"ully valuing diversity starts

with accepting the principle o"multiculturalism' Accept the value o"diversity "or its own sa-e not simply%ecause you have to' Jou need to re0ectyour acceptance in all you say and do'

5ecr%it *roadly:=hen you have @o% openings! wor- to

get a diverse applicant pool' Avoidrelying on re"errals "rom currentemployees! since this tends to producecandidates similar to your presentwor-"orce'

elect fairly: Ma-e sure your selection processdoesnCt discriminate' ,articularly! ensurethat selection tests are @o%4related'


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/ontinued

• trive to *e >e?i*le:

,art o" valuing diversity is recogni.ing that diferent groups havediferent needs and values' e 0ei%le in accommodating employeereuests

• ee6 to motivate individ%ally:

Jou need to %e aware o" the %ac-ground! cultures! and values o"employees' =hat motivates a single mother with two young children andwho is wor-ing "ull time to support her "amily is li-ely to %e diferent "romthe needs o" a young! single! part4time employee or an older employeewho is wor-ing to supplement his or her retirement income'

• #nco%rage employees to em*race and val%e diverse vie"s:

/reate traditions and ceremonies that promote diversity' /ele%ratediversity %y accentuating its positive aspects' ut also %e prepared todeal with the challenges o" diversity such as mistrust! miscommunication!and lac- o" cohesiveness! attitudinal diferences! and stress'


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/ontinued

• Provide orientation and training for minorities:

Ma-ing the transition "rom outsider to insider can%e particularly di5cult "or nontraditional employees'

• ensiti9e all employees:

(ncourage all employees to em%race diversity',rovide diversity training to help all employees seethe value in diversity

• ensiti9e all employees:

(ncourage all employees to em%race diversity',rovide diversity training to help all employees seethe value in diversity


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Leadership dealing with Diversity &Managing Differences

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