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Recommend whether or not your friend should insert herself as a coach from the beginning. Provide a rationale for your response.
Organizational contexts are usually complex and highly dynamic due to various factors that determine their existence. Many organizations employ people from diverse cultural, social, and economic backgrounds (Black, 2011). Such diversity is healthy because it precipitates ideas and thoughts that herald growth and development within organizations. According to experts, organizations that support homogenous cultural and social orientations often miss benefits that arise from diverse ideas and thoughts (Black, 2011).
It is important for leaders to enlist workforces that appreciate diversity and the ability to coexist with people from other backgrounds (Black, 2011). Devoid of such efforts, corporate entities degenerate into thresholds of localized and unilateral engagements. Organizations should strive to initiate institutional efforts that hone diversity and multiplicity with regard to ideas and articulations (Black, 2011). In the absence of such undertakings, it would be difficult for organizational entities to enjoy and capitalize on benefits that emanate from diverse orientations. This reality necessitates job coaching and other organizational practices that support interaction and integration.
The friend should engage in coaching because it portends numerous benefits in the realm of integration and orientation of the organization (Black, 2011). Having come from an alien cultural and social background, this individual faces the likelihood of rejection and segregation. There is need to master various cultural dynamics that characterize operations within the organization. Such efforts should also focus on understanding broader societal ideals and aspirations that manifest in different situations. Cultural and social mastery bolster the overall ability to relate to colleagues in a professional manner (Black, 2011).
Determine two conflicts that could possibly arise as a result of asking people to work on days of religious significance. Propose concrete solutions for these two possible conflicts.
As earlier mentioned, organizations are usually complex and highly dynamic because they employ people from diverse orientations. It is important for individuals to realize the essence and rationale for such diversity in order to ensure and guarantee harmonious coexistence in different situations (Travers, 2012).
Most individual entities within organizations subscribe to diverse cultural, social, and religious inclinations. Such differences are fundamental areas that require attention and probity at all times. Organizational leaders who fail to appreciate diversity are bound to fail in efforts that seek harmonious coexistence within organizations (Travers, 2012). This could also affect productivity and other thresholds of organizational output. It is imperative for leaders to recognize and appreciate religious diversity as well as organizational values that revolve around such affiliations.
Failure to recognize days of religious significance could lead to various challenges within organizations. For instance, it could prompt rebellion among workers who harbour religious affiliations (Travers, 2012). Just like culture, religion is an integral component with regard to human existence in social contexts. Asking people to work on days of religious significance infringes on the individual right to worship. Such actions could also affect morale and output with regard to operations that suffice within organizations (Travers, 2012).
Morale and motivation plays an important role in facilitating productivity and employee participation. In order to solve such situations, organizational leaders should initiate consultative efforts with a view to profiling employees based on their religious affiliations. This offers an opportunity for leaders to plan and schedule work plans that appreciate and recognize days of religious significance. In cases where such plans are unfeasible, leaders should consult with employees in order to generate solutions and appropriate remedial undertakings (Travers, 2012).
Determine whether or not cultural quirks could restrain the foreign manager from expressing his or her ideas readily. Provide a rationale for your response.
Culture is an integral component with regard to human existence. It plays a vital role in determining various thresholds of behaviour and engagement in situations that embody human interaction (Edwards, 2013). Proper cultural acuity offers an opportunity for appropriate discourse and social intercourse among individuals in diverse contextual orientations. Many patterns of cultural interaction depend on individual ability to understand and interpret cues that characterize such undertakings.
Failure to decipher cultural realities could portend contradictions that ultimately lead to unnecessary disposition and maladjustment (Edwards, 2013). In organizational contexts, it is important for individuals and stakeholders to understand the cultural considerations that define operations and human interaction. In this case, the foreign manager should endeavour to learn and internalize cultural realities that characterize engagements within the United States (Edwards, 2013).
Such efforts create impetus for continuous learning and appreciation with regard to cultural diversity within organizations. Failure to learn and internalize local cultural realities could jeopardize dissemination of the overall leadership mandate in the organization. Cultural contradictions often create tension and unease because people interpret issues devoid of proper knowledge and precision (Edwards, 2013).
Organizational leaders have the responsibility to develop and sustain cultural diversity within their jurisdictions. In absence of such efforts, organizations suffer unnecessary upheaval with regard to relations among employees and stakeholders. Indeed, cultural oddities could prevent the foreign manager from expressing ideas and thoughts because of dynamics that manifest in such situations (Edwards, 2013).
Determine two actions that you can take in order to prepare yourself and your friend to become multicultural leaders. Provide two examples to support your response.
Multicultural leadership is a recurrent reality in contemporary organizational contexts. Most organizations harbour employees who possess diverse cultural beliefs and orientations. This reality necessitates multicultural leadership skills that ultimately assist organizational leaders to appreciate and hone cultural diversity (Newell, 2010). Leaders who fail to master cultural understanding risk missing pertinent opportunities that support progress and productivity within organizations.
In order to hone multicultural leadership skills, it is important to institute efforts that endeavour to demystify cultural biases that allay negative sentiments with regard to certain cultural orientations (Newell, 2010). Organizational leaders should interrogate diverse cultural realities in order to understand the various dynamics that characterize their sustenance and propagation. This gives them an opportunity to relate well with employees and colleagues within their organizations (Newell, 2010).
For instance, leaders should establish consultative and interactive forums for discourse and articulation regarding cultural diversity within their organizations. Organizational leaders should also demystify their cultural orientations in order to ameliorate relations with employees (Newell, 2010). If leaders remain mysterious, they disorientate junior employees and other colleagues. Leaders should explore avenues that support the realization of this objective. For instance, leaders should encourage open and candid discussions with regard to cultural realities within organizations. Such undertakings demystify diverse cultural dynamics that manifest within organizations (Newell, 2010).
Predict two major conflicts that may arise out of nonverbal communication misunderstandings (e.g., words misinterpreted, hand gestures, looks, shoulder shrugs, names of objects, etc.)
Non-verbal communication is very important with regard to propagation of ideas and thoughts. Non-verbal cues are usually complementary to verbal engagements because they add value to the overall articulation of thoughts and ideas. Failure to understand non-verbal communication could precipitate conflict and aggression within organizations (Kinkus, 2011).
For instance, it could lead to misunderstanding and discord among various entities within the organization. Such attitudes are not favourable because they affect the morale and motivation of employees (Kinkus, 2011). Conflict does not support productivity because it affects cooperation and willingness to undertake group work. Failure to understand non-verbal cues could lead to inappropriate regimes of interaction among employees and the management team (Kinkus, 2011).
This jeopardizes specific efforts that seek to bolster operations and engagements within organizations. In order to diffuse such misunderstandings, the foreign manager should engage in deliberate efforts to understand various non-verbal cues and their application (Kinkus, 2011). This will facilitate learning and demystification with regard to communication and other related areas of engagement. The foreign manager should also interact freely with employees in order to foster confidence and freeness. This will offer an opportunity for favourable social and cultural diffusion within the organization (Kinkus, 2011).
References
Black, H. (2011). Management: Principles and Practices. London: Van Reinhold Press.
Edwards, J. (2013). Modern Approach to Management and Techniques. Newyork: CENGAGE.
Kinkus, A. (2011). Principles of Team leadership. London: Demos Publishing.
Newell, E. (2010). Fundamentals of organizational success. London: Oxford University Press.
Travers, E. (2012). Management: Contemporary Views and Practices. London: Taylor & Francis.
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