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Question 1

Consequences of staff withholding information according to
Van Dooren et al (2016) include;

  1. Inactivation of other staff members

  2. Misinterpretation of information and directives given

  3. The employees will lack enough knowledge and skills that captivate productivity

Question 2

According to Smith et al (2016), approaches of getting feedback from employees are;

  1. Showing concern and interest to the employees.

  2. Paying attention to the non-verbal cues of the employees like facial expressions.

  3. Asking feedback from others on management.

  4. Involve the employees in discussions and decision making.

  5. Accepting critics and corrective approach in management.

Question 3

Issues that affect work output and quality include:

  1. Unfavorable working conditions due to strict rules formulated by the managers. Rules like reporting and leaving at odd hours and information bureaucracy reduces efficiency of workers within an organization.

  2. Poor manager-worker relationship. This fascinates inferiority complex, reducing workers morale. For instance, theory Y managers are recommend that, workers should be included in daily decisions.

  3. Communication barriers. According to Smith et al (2016), weak delivery of information within an organization is a key perpetuator of organizational uncertainties.

  4. Lack of knowledge and skills. Unskilled workers and managers finds it difficult to effectively deliver in their area of interest, reducing the quality of work being delivered.

  5. Lack of worker motivation. Workers in an organization should be motivated through salary increment, provision of leaves and increasing allowances.

Question 4

In order to promote ethical Behavior in an organization, participative culture should be adopted. Workers are equally important in all organizational pertaining (Walters et al., 2016). First, workers should be involved in decision making. Secondly, training through seminars and workshops should be done to the entire staff of an organization. Additionally, proper working environment, free from pollution of all king favors employees’ welfare. Finally, all forms of communication in this culture are paramount. The employees and managers are given equal chances of delivery of information and directive during practical performance (Walters et al., 2016).

Question 5

Extravert managers differs with the introvert managerial approach. Extravert managers focus on the interests of the workers hence concerned about their welfare. These management approach motivates the workers through salary increment and motivational tours. Furthermore, workers are educated in various fields to foster their knowledge and skills hence inventions and product innovations. Contrary, the introvert managers are self-centered and more focused on their ego other than workers welfare. The main purpose of such organizations, with extravert management, is profit provision.

Question 6

Working methods to be employed as a manager include:

  1. Working by objectives. Managers employ this method to ensure that the employees focuses of meeting the objectives of the farms.

  2. Democratic management. This is vital where the employees are utilized in providing information used in decision making.

  3. Autocratic management. Here, the manager should dictate what is done, to keep the employees on move to increase productivity.

Information obtained through networking as a manager include; Level of knowledge and skills of the employees and how to improve it. Also, data on workers welfare and motivation factors are extracted (Fischer et al., 2016).

Question 7

  1. Ensures that employees know what is expected of them.

  2. Plan on how to instill knowledge and skills to employees through development and learning activities.

  3. Planning fosters feedback and discussion opportunities to the employees

  4. Ensures that rewards are appropriately given to employees

  5. Fosters manager-worker consultations for effective production

  6. Organizations support the employees to achieve optimum performance.

Question 8

Poor decisions of jobs, unclear organization expectations, and wrong hired employees results to underperformance in an organization. More so, unsuitable structure of organization and ineffective communication halts performance in a given entity.

Question 9

As a manager, I will conduct skills and knowledge gap analysis through performance appraisals to ascertain skill variations among my workers followed by decisions on training and development. I will conduct job redesign to ensure relevant match between job requirement and job doers. This will involve review on tax descriptions to incorporate skills required in a dynamic business environment

Question 10

Dimensions of workplace diversity represents the basic lenses and filters that we use in differentiating and identifying people in the organization. Identifying the scope of diversity involves an analysis of different employees in the organization as discussed by Barak & Michàlle, (2016). The analysis covers aspects such as age, race, gender, sex, nationality among other factors.

According to Kundu et al., (2016) identifying these lenses involves critical analysis of the nature of diversity in the organization. There we consider the types of workers employed by an organization. Their nationality will help in understanding different cultures and lifestyles as further argued by Kundu et al., (2016). Since many organizations in Australia operate on global basis the outlooks of employees may differ as ascribed to home country cultural and ethical demands as argued byGuillaume et al,.(2017)

The main pillars used to identify diversity dimensions as supported by Guillaume et al,.(2017),involves checking the ever dynamic business and market conditions such the need for flexible work arrangements such part time working, shift working, telecommuting mostly in female employees with other responsibilities like taking care of children and job sharing arrangements. As discussed by Robertson et al (2017) this can also involve active listening where the listener probably a manager or a leader in the organization engages employees with questions to gauge their needs and what makes them satisfied in the workplace. By asking listeners to repeat certain phrases the leader can identify dialect and language variation which is an important aspect of workplace diversity according to Ying et al ,.(2017) The other way to identify the scope of diversity as suggested by Robertson et al ,.(2017) includes use of deviations in employee groupings drawn by age , work experience and race. The lens involves assessing the age disparities of employees and issuing support as needed. This will lead identification of mature and younger employees as suggested by Kundu et al. (2016)

Question 11

In preparation of work plans it’s important to consider the varied needs of workers such as important days and dates on calendar whereby the workers should be exempted from working. Or rather they can flexible timelines such as telecommuting in order to attend to events that might be attached to religious beliefs or nationality cohesiveness and unity such as national holidays. As a manager I will observe the cultural and religious events while planning for my team operations. As reinforced by Guillaume et al (2017), I will also ensure clear communication within my team. This will involve appointment of a communication officer who will ensure conveyance of relevant facts to employees is timely. The communication officer will serve employee with effective communication on deadlines and meeting schedules as recommended by Barak & Michàlle, (2016).This is crucial as global organizations operate in different time zones and clarifying of dates and events can lead to high productivity and team effectiveness.

I will engage in plans reviews and monitoring to ensure that all diversity aspects are incorporated in the team. This involves putting in place effective processes and maintenance of good management to make employees feel that they are guided on achieving task demands. I will also involve my workforce in planning and reviewing work processes to understand the gap between the current work environment and conditions and what employees need in order to perform well. As the manager I will also adjust task requirements and plans to comply with the present legislation and laws on workplace diversity. Finally I will align my team plans to diversity requirements to ensure that the team taps all benefits of diversity as further suggested by Barak & Michàlle, (2016).

Question 12

In engaging my workforce communication will be core. Straightforward communication will serve to ensure easy conveyance of intended messages to respective receivers and feedback used in decision making. When talking to my team members I will ensure that I uphold courtesy, consideration and care to demonstrate the importance of each employees towards achievement of team goals and objectives (Barak & Michàlle, (2016).). In the workplace the cultural differences may include values, relationships and response to schedules hence understanding cross-cultural communication will help me convey different messages to intended workers without interfering with their preexisting cultures.

I will also ensure equitable treatment of all staff as recommended by Guillaume et al (2017). Regardless of my workers skills and abilities, I will safeguard fair and equal opportunities to participate fully at work. In case of workers with disabilities, I will assess their skills and assign duties that are coherent to skills and their knowledge. I will ensure that I provide relevant equipment to aid in performing assigned duties. I will not discriminate employees basing on physical abilities or any other discriminatory factors such as age, race and nationality but rather will assess the situations and make relevant work adjustments to suit their means.

I will practice inclusive behaviors and acknowledge the contributions all members regardless of cultural differences. This involves free socialization with all employees and frequent consultation on crucial issues before decision making. Involving workers in task plans and operations as claimed by Ying et al. (2017) helps motivate employees and hence build cohesive and healthy relationships with employees. In the cases, issues touching on cultures and in competencies training and development programs will be established to ensure that all employees ascribe to diverse workforce requirements.

Question 13

I will equip my managers, supervisors and colleagues with skills and knowledge through training programs to be able to support individual employees with specific issues surrounding diverse needs. I will clearly communicate support practices to all workers and encourage open communication to ensure that workforce raises their concerns freely and with confidence. In my daily managing I will ensure that I uphold diverse needs of my colleagues, mentor my team members, advice and push for enactment of policies and procedures that reflect needs of inclusion and diversity (Guillaume et al (2017).

My workforce will receive fair and equitable opportunities for training and development. The training programs will be offered on competence. All the workers will be legible to services available in my workplace such as access to IT services. Employees with disabilities will be availed equipment such as brails to support them accomplish tasks. Career planning and development programs will be offered in my workplace to encourage new recruits and also a retention strategy. Mature employees as argued by Ying et al. (2017), will be attracted to a diverse workplace with career advancement programs as opposed to younger employees who might be pushed by monetary incentives and lucrative salaries. In building an organization of choice, I will ensure that stereotype and bias is rooted out in the team operations.


Barak, Michàlle E. Mor. Managing diversity: Toward a globally inclusive workplace. Sage Publications, 2016.

Fischer, Michael D., et al. «Knowledge leadership: Mobilizing management research by becoming the knowledge object.» human relations 69.7 (2016): 1563-1585.

Guillaume, Yves RF, et al. «Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?.» Journal of Organizational Behavior 38.2 (2017): 276-303.

Kundu, Subhash C., and Archana Mor. «Workforce diversity and organizational performance: a study of IT industry in India.» Employee Relations: The International Journal 39.2 (2017).

Roberson, Quinetta, Ann Marie Ryan, and Belle Rose Ragins. «The evolution and future of diversity at work.» (2017).

Smith, Marisa, and Umit S. Bititci. «Interplay between performance measurement and management, employee engagement and performance.» International Journal of Operations and Production Management (2016): 1-24.

Van Dooren, Wouter, and Steven Van de Walle, eds. Performance information in the public sector: How it is used. Springer, 2016.

Waters, Shonna D., Wayne A. Baughman, and David W. Dorsey. «Performance Management: Embracing Complexity, Evading Reductionism, and Moving to Outcome-Based Approaches.» Industrial and Organizational Psychology 9.02 (2016): 338-341.

Ying Liao, Ying, et al. «The dynamics of workplace relationships in a diverse internationally staffed organisation: a qualitative ethnographic assessment.» The International Journal of Human Resource Management 28.8 (2017): 1182-1211.