Month: August 2021

Culture managers are focused on establishing a work environment that helps people contribute and collaborate at their full potential. This means developing an organizational culture that creates a great place for people to work together. The benefit to the business in cultivating a great work culture is sustained, high performance by the people working in the organization.

The confrontational strategy

This strategy believes that, if you can arouse and then mobilise anger in people to confront the problem, they will change. Much depends on the strategists’ ability to argue the points, as well as being able to stir up emotions without promoting violence and to control these emotions. This approach encourages people to confront problems they would prefer not to address, but tends to focus too much on the problem and not on the solution. Anger and conflict tend to polarise people and can cause a backlash.

The engineering strategy

This technocratic approach assumes that, if the physical nature of a job is changed, enough people will be forced to change. The strong emphasis on the structural aspects of jobs: what people do, how and why they do it, and what the realistic alternatives are. A major channel of communication can prompt structural change but fails to commit most people. It is a method of re-engineering. Such change can also break up happy and efficient teams. The strategy is limited because only high-level managers can really understand it, it is impersonal and it ignores the question: ‘What is in it for me?’ But it can work well once those who can’t change leave or get out placed.

The economic strategy

This cynical culture change strategy believes that money is the best persuader. The person who controls the purse strings can buy or change anything. Everyone has a price. A serious increase or decrease in money will change behaviour which reflects the values of the new culture if sufficiently incentivised. This is the approach that assumes people act more or less logically, but that their logic is based on entirely economic motives. But ‘buying people off’ can be costly and the effects short term. The strategy also ignores emotional issues and all questions besides bottom-line profit. It too often is a strategy at odds with the new desirable cultural values of the organisation.

The fellowship strategy

The fellowship strategy relies heavily on interpersonal relations, using seminars, dinners and events to announce and discuss what needs to be changed and how. People at all levels are listened to, supposedly treated equally, and conflicting opinions are expressed. This ‘warm and fuzzy’ approach emphasises personal commitment over ideas; but, the process may have serious problems getting underway if at all. Because this strategy is averse to conflict, it can miss crucial issues and waste time. It rarely succeeds in changing culture.

The military strategy

The military strategy is reliant on brute force. The emphasis in on learning to use the weapons to fight the law, the union and the media. Physical strength and agility are required. Following the plan is rewarded. But the change-enforcer cannot relax, in case the imposed change disappears. Furthermore, force is met by force and the result is ever-escalating violence. It only ever works when organisations are in real crisis seriously struggling to survive.

The academic strategy

The academic strategy assumes that if you present people with enough information and the correct facts, they will accept the need to change and how to do it. The academic strategist commissions studies and reports from employees, experts and consultants. Although such strategists are happy to share their findings, it is difficult to mobilise energy and resources after the analysis phase. ‘Analysis paralysis’ often results because the study phase lasts too long and the results and recommendations are often out of date when they are published. Also, most managers do not really know what they should do, to whom, how or when. They often feel left out and ignored by the consultant academic.

The political strategy

The power structure is targeted by attempting to influence the official and unofficial leaders the ‘keepers of the culture’. The strategy seeks to identify and persuade those most respected, who have large constituencies and who therefore shape the culture. Political strategists’ flatter, bargain and compromise to achieve their ends, which is usually the introduction of new methods that reflects different values. But this destabilises the organisation because of continuing shifts in people’s political stances. Maintaining credibility can be difficult because the strategy is so obviously devious and paradoxically often it is the very opposite of the values that the new company is proposing in the new culture.

Workplace diversity is the term used for the workplace composed of employees with varying characteristics, such as different sex, gender, race, ethnicity, sexual orientation, etc.

Workplace diversity is the term used for the workplace composed of employees with varying characteristics, such as different sex, gender, race, ethnicity, sexual orientation, etc.

Workplace diversity refers to the variety of differences between individuals in an organization. Diversity not only includes how individuals identify themselves but also how others perceive them. Diversity within a workplace encompasses race, gender, ethnic groups, age, religion, sexual orientation, citizenship status, military service and mental and physical conditions, as well as other distinct differences between people.

Diversity in the workplace refers to an organization that intentionally employs a workforce comprised of individuals with a range of characteristics, such as gender, religion, race, age, ethnicity, sexual orientation, education, and other attributes.

Many different characteristics, such as:

• Ethnicity
• Race
• Gender
• Sexual orientation
• Age
• Physical abilities and disabilities
• Religion
• Political beliefs
• Education
• Socioeconomic
• Geographical orientation
• Military service
• Language
• Culture

Most of the modern companies can sell their products all over the world, reaching many different groups of people. In order to successfully create, present and sell their products in this global market, companies need a diversified workforce.

Benefits of workplace diversity:

• Increased creativity
• Variety of different perspectives
• Increased problem-solving
• Improved employee engagement
• Reduced employee turnover
• Improved company reputation
• Improved hiring results
• Increased profits

More benefits to having diversity in the workplace:

• A diverse workplace will help organizations better understand target demographics and what moves them.
• Employees from diverse backgrounds imbue organizations with creative new ideas and perspectives informed by their cultural experiences.
• Increased customer satisfaction by improving how employees interact with a more diverse clientele and public.
• A diverse workplace can better align an organization’s culture with the demographic make-up of America.

Managing workplace diversity:

Prioritize Communication

To manage a diverse workplace, organizations need to ensure that they effectively communicate with employees. Policies, procedures, safety rules and other important information should be designed to overcome language and cultural barriers by translating materials and using pictures and symbols whenever applicable.

Treat Each Employee as an Individual

Avoid making assumptions about employees from different backgrounds. Instead, look at each employee as an individual and judge successes and failures on the individual’s merit rather than attributing actions to their background.

Encourage employees to work in diverse groups

Diverse work teams let employees get to know and value one another on an individual basis and can help break down preconceived notions and cultural misunderstandings.

Base Standards on Objective Criteria

Set one standard of rules for all groups of employees regardless of background. Ensure that all employment actions, including discipline, follow this standardized criteria to make sure each employee is treated the same.

Be Open-Minded

Recognize, and encourage employees to recognize, that one’s own experience, background, and culture are not the only with value to the organization. Look for ways to incorporate a diverse range of perspectives and talents into efforts to achieve organizational goals.

Hiring

To build a diverse workplace, it is crucial to recruit and hire talent from a variety of backgrounds. This requires leadership and others who make hiring decisions to overcome bias in interviewing and assessing talent. If organizations can break through bias and hire the most qualified people, those with the right education, credentials, experience and skill sets, a diverse workplace should be the natural result.

Intergroup relations refers to interactions between individuals in different social groups, and to interactions taking place between the groups themselves collectively. It has long been a subject of research in social psychology, political psychology, and organizational behavior.

The organisation consists of many groups created formally or informally. The existence of groups leads to intergroup competition.

The whole phenomenon may be studied under two heads:

(i) What happens within the groups?

(ii) What happens between competing groups?

What Happens Within the Groups?

(1) Each group becomes a closely knit organisation by burying their internal bickering’s and differences.

(2) The group climate changes, it switches over from being informal, casual and playful to task oriented. It shifts from members’ psychological needs to taste accomplishment.

(3) Leadership changes, the group is not prepared to tolerate even the autocratic leadership.

(4) Group becomes structured and organised.

(5) Group expects more loyalty and conformity from members in order to present a solid front.

What Happens Between Competing Groups?

Each group looks to other as a competitor rather than interdependent part of the same organisation.

Each group develops distributions of perceptions because of dominating competitiveness. It concentrates only on its good points and refuses to perceive its weaknesses. Similarly, it perceives only the bad points or the shortcomings of other groups, this feeling is so dominating that it is not prepared to consider the good of its competitors.

Intergroup hostility increases which leads to reducing intergroup interaction and communication. This leads to distortion in perception.

When groups are forced into interaction they will only listen to their own representatives rather than of the other. Each will try to find faults of others.

Approaches to Inter-Group Relationship:

Inter-Group relationship may be presented in two ways:

(i) As portrayed by Rensis Likert

(ii) As stated by J. Thompson.

(i) Likert’s Approach:

According to Likert an organisation encompasses a series of overlapping groups. Each group is linked with the rest of the organisation by persons who hold membership in more than one group. These people are called ‘linking pins’ as they forge link between different groups. Though the success of decision making depends upon group process and interaction, occurring at different levels, yet everything revolves around the ‘linking pins’.

Apart from the linking pins, the Success of Organisation depends on:

(a) Good group process of decision making

(b) Supervision

Both these elements duly insulated by linking pins will generate intergroup confidence and trust; it will enhance the problem solving ability of the group which will result in better productivity level.

(ii) Thompson’s Approach:

Though Likert theory is very well accepted but it is based on the assumption that there exists equal interdependence among different groups. Thompson suggests that there are three different kinds of interdependence among groups.

These are:

(a) Pooled

(b) Sequential and

(c) Reciprocal

(a) Pooled Interdependence:

Pooled Interdependence occurs when groups rely on each other only because they belong to the same parent organisation. For example, the employees of Bata Shoe Company, Working at Ludhiana have no Interaction with their counterparts in Jammu, but both are interdependent because they are part and parcel of the Bata Organisation.

Success or failure of one may be reflected in another through the medium of the total organisation system. Pooled interdependence, does not need any interaction between groups, hence conflict does not arise. Co-ordination may, however, be forged through standardization and the rules formulated by the parent office.

(b) Sequential Interdependence:

It means that the work of one group depends on the performance of another. For instance, the finished Job i.e., output of one group becomes the input of another group. However, both groups are sustained by the organisation. The interdependence is both pooled and sequential. This type of interdependence may be regulated by proper planning and controlling the chances are that conflicts between the groups are higher than pooled interdependence.

(c) Reciprocal Interdependence:

Reciprocal interdependence means that each group is dependent on each other. The operations of each group precede and act as pre-requisite to the functioning of other. For example, management and union relationship, where both depend on each other. Because each group relies on other to perform its job effectively, any problems between them may result in reduced productivity or decreased satisfaction. Reciprocal interdependence ought to be coordinated by mutual adjustment between the groups. It requires greater communication and understanding to avoid possible conflict.

Transactional Analysis (TA), thus, facilitates communication. TA studies transactions amongst people and understands their interpersonal behaviour. It was developed by Eric Berne, a psychotherapist. He observed there are several ‘people’ inside each person who interact with other people in different ways.

Transactional Mind Games

Psychological ‘mind games’ played at work are often a series of repeated transactions. The game may make sense at some superficial level, but in the end, it’s typically about strengthening someone else’s psychological position or avoidance. For example, “Passing the Buck” often occurs in organizations that pass important decisions on up to different hierarchical levels of management. Another example is “The Blame Game,” an attempt to shift responsibility from one person or group to another.

A boss may play the “Why Don’t You/Yes But” game when he calls a meeting to get suggestions on some issue, but then puts down each suggestion offered by the employees only to point out that his solution is the best answer.

Emphasis on Stroking

An important part of transactional analysis techniques is the concept of stroking, suggests professional skills platform Tools Hero. Humans have a continual need for strokes, which can be understood as simple units of interpersonal recognition. Managers and supervisors can create a positive work environment and positive relationships with employees by giving constant strokes. Examples include verbal praise of an employee, compliments or positive feedback about a project. Strokes can also be physical, such as a handshake or pat on the back. Negative work attitudes may ensue if employees experience negative strokes, such as constant criticism from an overbearing boss.

Crossed Transactions

When observing transactional analysis in communication, it is common to see crossed transactions, which can take place between a supervisor and employees or between employees themselves. When crossed transactions occur, a break in communication likely results unless one person shifts his response to a complementary ego state. This may happen when the receiver forms the wrong impression about the sender’s message or responds in an ego state differently than what you might expect.

The Complementary Transaction

Successful communication in the workplace requires complementary transactions. This involves one person initiating a conversation in one of the three ego states, such as parent-to-child, and the respondent sending a reply back to the sending ego state, such as child-to-adult, Breathe HR explains.

For example, a supervisor communicates in the parent-to-child ego when he reprimands an employee for being late. If the employee responds by apologizing and saying it won’t happen again, the employee is in the child-to-parent ego state and the result is a complementary transaction.

Also, consider two co-workers evaluating a failed project. If one person sends an adult-to-adult message of “Let’s figure out what went wrong,” a complementary adult-to-adult response from the other would be “Yes, let’s get to work and find out what happened.”