Leadership and Organizational Change: Diversity and Globalization

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Table of Contents

Introduction
How Diversity Might Facilitate Organizational Changes
Working with a Diverse Group during an Organizational Change
Globalization and Organizational Leadership
Effects of Information on my Course of Action
Conclusion
References

Introduction

The process of globalization has transformed society, politics, and economics in a tremendous way (Taylor, 2005; Parker, 2005). The transformation has affected the demographics within the workplace in many ways. Diversity at the workplace entails a range of elements; these include differences in primary languages, social statuses, national origins and religions (Goldstein, 2009). This paper discusses issues of diversity and globalization within the workplace.

How Diversity Might Facilitate Organizational Changes

Integrating diversity and organizational change processes can enhance the success of the most distinct kind of corporate organizational change (Thomas, 2008). It is important to note that all major organizational changes entail cultural changes; in this regard, diversity is viewed as a cultural change on its own (Daft, 2009). This process requires that a corporate organization should look into its collective goals and focus on the crucial aspects of its organizational culture; these aspects include interpersonal relationships, pivotal values, the organizational need for conformity in perception, and how every member acts while undertaking different duties (Bond, 2007).

In cases of intricate organizational changes, a fundamental shift in an organizational culture takes place. A cultural change of this extent and intricacy poses a major challenge to most corporate organizations due to the ambiguities in the process (Bell, 2011; Anderson, 2008). Therefore, comprehending diversity enables corporate organizations to find the means of ensuring flexibility in relation to conformity. This motivates employees to participate in the process (Bell, 2011; Anderson, 2008).

The probable effects of upper-echelon diversity are both diverse and contradictory. In this case, it is argued that diversities may stimulate organizational changes; they may also instill some levels of stability through a delicate balance of power (Bell, 2011; Anderson, 2008). When members of a team have more diverse backgrounds, values, responsibilities, and beliefs, there is a possibility of more conflict, creativity, political activities, and comprehensive decision-making processes. Most importantly, when team members disagree among themselves, they are likely to find fault with the status quo and hence facilitate the need for organizational changes (Bell, 2011; Anderson, 2008).

Working with a Diverse Group during an Organizational Change

One of the challenges that I might encounter as a leader when working with a diverse group of individuals during organizational change is that of varying perspectives. Team members from different cultural groups have different perspectives manifested in their behaviors, values, beliefs and attitudes (Rice, 2010; Burke, 2010; Chrobot-Mason, Ruderman, Weber & Ohlott, n.d). The differing perspectives may slow down or completely thwart the change process. However, there is a way I would deal with this challenge; I would ensure the inclusion of all the diverse stakeholders in the change process. The inclusion would help me in removing all forms of obstacles that might threaten organizational changes. The inclusion process would also create an opportunity for all stakeholders to contribute their ideas to change the process.

Globalization and Organizational Leadership

Different scholars have extensively written about how globalization impacts leadership. As the 21^st Century unfolds, the organizational systems are in a continuous process of transition (Markovic, 2012). There is a shift away from the strategies associated with the industrial age to the new approaches of the information or post-industrial age. Globalization can be described as the increased collective, dogmatic, official, and economic interdependence among nation-states. It is in this context that scholars have argued that globalization impacts organizational leadership (Hickman, 2009).

Northouse (2010) argues that globalization has created the need for leaders to be competent in terms of cross-cultural awareness and practice. This argument is sustained by other academics who have contended that leaders need to be cross-culturally knowledgeable in the global business, cultural and civil environments. This is especially very important for leaders of multinational organizations. Besides, Northouse (2010) posits that leaders need to learn the perspectives, trends, and technologies of other cultures. He further acknowledges that globalization has made it necessary for organizational leaders to learn how to work simultaneously with individuals from other diverse cultures; they also need to learn to live and communicate with other cultures. With respect to culture, globalization has brought a lot of diversities within a corporate organization, especially a Multinational Corporation in which employees of different nationalities work.

Other scholars have unanimously argued that globalization has enabled the expansion of markets in other regions of the world (Zafarullah & Huque, 2012). Consequently, instead of dealing with the local markets, organizational leaders are forced to widen the scope of their leadership to cover regions where their organizations have business operations. Therefore, compared to the responsibilities of leaders before the beginning of globalization, the organizational leadership of the 21^st Century has more responsibilities (Zafarullah & Huque, 2012).

Effects of Information on my Course of Action

As a leader, the information I have attained from the articles I reviewed in the previous section would have a significant effect on my course of action as a leader of a Multinational Organization that is undergoing change. First, I realized that there is a need to understand the cultural diversity of employees of the organization. In this case, as a leader, I would seek to understand the diverse perceptions of employees on every matter concerning planned changes and involve them in the process. I would make sure that everybodys diverse opinions are respected and taken into account during the change process.

Moreover, during the need to transfer some employees to work in other countries or regions, I would have them trained on all aspects of international job responsibilities. Furthermore, I would need to create an environment where all employees would be committed to the vision, mission, and objectives of the Multinational Organization. I would further ensure that employees enjoy good working relationships with their counterparts.

Conclusion

The process of globalization has transformed society, politics and economics; it has also resulted in increased forms of diversity. Diversity implies differences in primary languages, social statuses, national origins, and religions within an organizational or societal context (Taylor, 2005; Parker, 2005). There are many ways through which diversity can facilitate organizational change. One of these ways constitutes different perceptions among diverse employees. When employees have conflicts in relation to working in an organization, they are likely to challenge the status quo hence necessitating the need for a change (Daft, 2009). It is also important to note that globalization has substantial impacts on organizational leadership. Due to globalization, leaders are forced to learn to work with different individuals and also learn how to interact and work in a globalized world. In addition, the process of globalization has widened the scope of organizational leadership beyond the national borders (Hickman, 2009). The leaders now have more responsibilities than before; this is because they have to exercise leadership across the world, especially where their organizations operations are taking place.

References

Anderson, J. (2008). Driving Change through Diversity and Globalization: Transformative Leadership in the Academy. Sterling, VA: Stylus Publishing, LLC.

Bell, M. (2011). Diversity in Organizations. London, UK: Cengage Learning.

Bond, M. (2007). Workplace Chemistry: Promoting Diversity through Organizational Change. New York, NY: UPNE.

Burke, W. W. (2010). Organization Change: Theory and Practice. London, UK: SAGE.

Chrobot-Mason, D., Ruderman, M., Weber, T., & Ohlott, P. (n.d). Illuminating a Cross-Cultural Leadership Challenges. When Identity Groups Collide. Cincinnati, Ohio: University of Cincinnati.

Daft, R. (2009). Organization Theory and Design. London, UK: Cengage Learning.

Goldstein, N. (2009). Globalization and Free Trade. New York, NY: Infobase Publishing.

Hickman, G. (2009). Leading Organizations: Perspectives for a New Era. London, UK: SAGE.

Markovic, M. (2012). Impact of Globalization on Organizational Culture, Behavior and Gender Role. New York, NY: IAP.

Northouse, P. (2010). Leadership: Theory and Practice. London, UK: SAGE.

Parker, B. (2005). Introduction to Globalization and Business: Relationships and Responsibilities. London, UK: SAGE.

Rice, M. (2010). Diversity and Public Administration: Theory, Issues, and Perspectives. New York, NY: M.E. Sharpe.

Taylor, P. (2005). International Organization in the Age of Globalization. New York, NY: Continuum International Publishing.

Thomas, K. (2008). Diversity Resistance in Organizations. New York, NY: Psychology Press.

Zafarullah, H., & Huque, A. (2012). Managing Development in a Globalized World: Concepts, Processes, and Institutions. Boca Raton, FL: CRC Press.

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