Changing Customer Services at the Seattle Solid Waste Utility
In order to have a successful customer involvement program, there is a need to identify the pertinent issues relevant to the situation. Bryson’s approaches to strategic issue identification are relevant for use in the implementation of positive change to the customer services department in the Utility. Among the approaches he mentions, the most applicable to this case is the alignment approach.
This approach has been chosen because of its flexibility and its focus of identifying the elements that seem to be lacking across the organization (Bryson, 2011). This is applicable to this case because the issues that are stemming from customer support are due to such factors, as the lack of consideration of the staff and customers’ views in the strategy formulation process. An example is the Seattle Solid Waste Utility’s serious consideration of the incineration approach despite the widespread protest from customers. Identification of such gaps early on reduces chances of their repetition in future.
The identification of conflict is also always the first step in its resolution. This approach focuses on identifying flaws in past strategies and working towards fixing them. This is essential in guiding the process of setting improved strategic goals and ensuring their success. The applicability of this in the case is that when setting new strategic goals, past omissions will be equally considered.
alignment approach works well when employed with other alternative approaches
(Bryson, 2011). This is beneficial to the organization because it enables
constant revision to deal with emerging requirements. This strategy is also
favourable because it can guide the operational strategy for the whole
organization, and not only in the customer services department. It is therefore
the most appropriate approach to be taken by the Seattle Solid Waste Utility.
Bryson, J. M. (2011). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. John Wiley & Sons.
Enhancing Group Performance in Hospitals
In the current dynamic corporate environment, hospitals that appreciate the importance of group dynamics tend to realize optimal outcomes. As such, they record outstanding performance and achieve most of their goals with respect to providing quality health care to their clientele. Marshall Medical Center North provides a variety of health services to a diverse population. Its main attributes include modern facilities that enable it to perform various specialized procedures and sufficient personnel (Marshall Medical Centers, 2013). This gives it a competitive edge and as aforementioned, it does attract a large and diverse client population. Besides providing healthcare services to the customers, the institution engages in various volunteer services. It runs foundation and financial assistance programs that provide support to deserving patients and members of the community (Marshall Medical Centers, 2013). The non-medical administrators perform important roles and oversee activities and operations of these programs. Departmental managers assume different responsibilities including identifying and reporting anomalies to the chief executive. It has over seventy nurses and an estimated forty physicians who work collaboratively to provide quality services (Marshall Medical Centers, 2013). It has both medical and non-medical personnel within its workforce.
According to social science studies, integrating different roles within groups goes a long way in easing decision-making and enhancing productivity (Rosen, 2009). Strong relationships within groups enhance productivity of the constituent teams by ensuring that they concentrate on specific goals and objectives. This research focuses on the factors that encourage diverse teams to work together in their efforts to attain exemplary performance. Within the hospital environment, the factors greatly influence quality service delivery that directly improves performance of all personnel. The staffs of Marshall Medical Center North (MMCN) are members of unions whose decisions have detrimental effects on group cohesion. Coupled with the complex challenges that this organization faces, this has far-reaching impacts on the productivity of the institution’s personnel. To address this concern, this paper proposes viable solutions that seek to enhance service delivery as well as organizational cohesion and outstanding performance.
Role Conflicts within Teams
Individuals are important facets of systemic institutions and the contributions that they make on the wellbeing of the organization are significant. In order to ensure cohesion, the organization and employers need to be conversant with their specific roles and responsibilities. In his consultative review, Hansen (2009) posits that conflicts and role ambiguity between medical professionals culminates in stressful work place conditions. Seemingly, this institution grapples the problem of role conflicts that undermines professional performance in different ways. Specifically, controversies underlying individual and group roles create tension in this professional setting. The physicians of the institution consider their statuses under threat due to the presence of a non-medical chief executive officer. Apparently, the hospital has a host of specialized personnel whose duties compel them to collaborate with each other while performing their duties. Put differently, they work together in groups in pursuit of the objectives of the institution. Whenever the medical personnel such as physicians, nurse assistants, and nurses meet, administrators and other non-medical staffs feel threatened. Likewise, there are soaring conflicts between specialized medical groups whose roles overlap. In this regard, nurses at times feel threatened by the responsibilities of physicians or pharmacists concerning prescription of drugs.
Admittedly, varying roles cause intergroup conflicts that affect the performance of organizational departments adversely. For instance, when nurses consider their responsibilities to be important than those of pharmacists, the perception delays timely delivery of important services to the clients. Generally, competing interests between medical staffs have negative spillover effects to the patients. A classic demonstration of such a scenario occurred during the interview process of this project. In this case, a client did not get his drugs within the specified period regardless of the pharmacist having presumably processed previous orders accordingly. The pharmacist gave the reason of insufficient new orders for this delay. The conflicts within this setting affect public relations within this institution negatively. In most instances, they undermine the quality of service delivery and affect treatment. Ultimately, they prevent effective administration of healthcare that is at the core of institutional goals and objectives.
Effective communication enhances information flow, eliminates conflicts, and improves employee performance within hospital settings (Hackman, 2002). Seemingly, various communication problems compromise performance in the hospital’s emergency department. This division comprises of separate contracted groups that perform different responsibilities. Resultantly, this state of affairs strains the relationship of the division with its administration. Moreover, the rest of the departments consider the emergency sector to be an independent and insignificant facet of the institution. This was apparent during the interview session that established that emergency service staffs do not contribute in any way to critical decision making within the organization. The administration does not involve them in important decisions pertaining to formulation of budgets, development of policies, and general institutional governance. The personnel in this department point out that the institution does not consider their problems seriously. This affects their performance adversely especially because they depend on it for supplies and approval. Failure to address this concern implies that the performance of the emergency room personnel is at stake. For example, patients reporting to this division currently wait for official communication from the administration before they access treatment and help. This is irrespective of the facilities and professionals being sufficient and available.
Poor communication amongst institutional departments delays important operations too. For instance, patients that are sent by the emergency department for treatment in other divisions are seldom accorded the timely attention that they deserve. Poor and irregular communication between the physicians and their counterparts in the emergency department makes it difficult for the former to effect important decisions accordingly. Seemingly, this is attributable to the fact that the employees in the emergency department are on contract basis and therefore considered unimportant by the rest of the staffs. The strenuous relations between these departments compel the patients to seek for new treatment procedures in instances when they are unable to consult their doctors from the emergency department. Notably, poor communication between these departments contributes to the undesirable state of affairs. This can only be addressed if the institution improves communication within groups and teams by encouraging subordinates to understand that the contribution that each makes to the wellbeing of the organization is vital.
Cohesion and Performance of Diverse Groups
In typical group environments, lack of cohesiveness culminates in employee dissatisfaction and increases frustrations (Harvard Business School Press, 2004). Notably, this problem exists between the management of the hospital and its employees. Currently, the staffs and directors of the institution work together to address and resolve wide ranging problems. However, the institution does not have sufficient and effective written rules and regulations that relate to staffing and scheduling. The nurses’ active union further makes it difficult for the management to streamline policies and ensure harmony.
In addition, conflicts between managers and subordinates in the foundation and volunteer programs are apparent. In their review, Katzenbach and Smith (2006) insist that effective management of personnel requires employers to emphasize on the emotional aspects of the groups as well as how they react in different settings. The authoritative nature of leadership in this hospital allows officials to make critical decisions without evaluating their implications on the wellbeing and needs of the subordinates. The managers of the volunteer program make most of the important decisions including planning without involving the subordinates. Lack of inclusiveness in decision-making creates various conflicts within these teams.
Using the functional behavior evaluation tool, the research established a glaring managerial problem within this institution. Apparently, the management is overly authoritative and restricts union activities. This is because it considers union actions potentially threatening to organizational functioning. The findings of the study indicate that the personnel are frustrated and dissatisfied with the manner in which the management runs the institution. Organizational trends indicate a high staff turnover during the last two years. In this respect, a significant twenty nurses quit employment on the premise that the management could not allow them to serve on professional practice councils. In addition to compromising the workplace settings, this downward trend demoralizes employees and prevents them from providing quality services to the clients.
Excessive Intergroup Conflicts
Ideally, hospitals environments are complex and their structures have varied implications on service delivery of the employees. Thus, intergroup conflicts have direct effects on the quality of services that the professionals extend to the patients. The research found that there is a persistent issue of contested responsibilities among the hospital’s doctors. Seemingly, physicians openly avoid responsibility in instances where they do not assume ownership of certain patients. Furthermore, specialists and physicians cause various problems in the emergency department. In addition, the concerns, priorities, and interests of the nurses of the emergency division and departmental administrators conflict with those of the physicians. There are notable differences between the pharmacists and nurses too. The preceding intergroup conflicts prevent productivity of various groups. Employees handle the needs of the clients individually, with each of them making efforts to address customer concerns without consultation. This results in duplication of roles and delay of service delivery. In particular, the state compels patients to pass through multiple departments in order to complete treatment. Conflicting perspectives further increase competition and makes it difficult for the employees to focus on achieving a common institutional goal (Hackman, 2002). An observation by the researcher indicates that nurses within the institution focus more on achieving patient satisfaction than on complementing the contributions of pharmacists and other personnel.
Recommendations for Individual Problems
It will be vital for Marshall Medical Center North to define the roles and responsibilities of each employee clearly. In his review, Hansen (2009) asserts that job descriptions are useful for eliminating incidences of ambiguity. The hospital’s management should take practical steps to ensure that their personnel exercise high-level creativity. The behavioral learning theories provide useful insights regarding ways through which employers can capitalize on group environments and optimize performance through increased interaction without compromising varying interests and roles. Equally imperative would be for the management to ensure attainment of self-actualization. Katzenbach and Smith (2006) point out that this gives employees a chance to explore their potential. The management of the hospital can attain this through regular team training and providing supportive environments for self-actualization.
As indicated earlier, effective communication is vitally important for productive functioning amongst groups. The management of the hospital assumes the sole responsibility of ensuring effective communication amongst its teams. It is important for its leaders to include the subordinates from the emergency division in critical decision-making and policy formulation processes. This is because they are important stakeholders whose views influence positive feedback in all institutions (Rosen, 2009).
To resolve the problem of lack of cohesion in this institution, the management should emphasize more on improving employee motivation. In this respect, it would be vital for managers to motivate their subordinates and clients that face innumerable life challenges. In order to perform well in their leadership positions, Rosen (2009) argues that they require frequent training. Such interventions are sustainable in the sense that they equip the managers with relevant skills and competencies to address the challenges with ease. Thus, leaders at all levels within the institution should attend the leadership development courses and seminars periodically. Since the hospital has sufficient resources, it should assume the responsibility of ensuring that its personnel build capacities in this respect. Further, it would be imperative for the union to advocate for better working conditions for the nurses. Rosen (2009) indicates that good working conditions impact positively on the performance of the personnel.
Certainly, intergroup conflicts undermine employee performance by creating unnecessary tension. At this point, it is worthwhile for the hospital to acknowledge the fact that all employees contribute significantly to the effective functioning of the organization. To help the personnel perform well, it should define their duties, responsibilities, and priorities and inform them accordingly. In particular, helping nurses and pharmacists to understand and appreciate their professional priorities will be instrumental in addressing the conflicts that exist between these groups. Likewise, defining priority areas for doctors will enable them understand their duties and responsibilities towards patients.
Leadership studies ascertain that conflicts can have devastating effects on employee performance within organizations (Harvard Business School Press, 2004). If timely interventions are not undertaken, these frustrate employee efforts and affect productivity of groups. To promote harmonic co existence within the hospital, its management should assume the responsibility of addressing emergent conflicts amicably. To yield optimal outcomes, it should begin by dealing with stress management. Currently, this problem is pervasive within the organization and threatens the wellbeing of employees in different ways. By first addressing this issue, Rosen (2009) believes that the employees will be willing to accept and use positive communication strategies in resolving underlying conflicts.
The decisions and polices that the institution formulates, implements, and enforces have direct implications on the wellbeing of all the stakeholders. All personnel have an equal stake in the functioning of this hospital. Hansen (2009) considers this institution systemic in nature. Thus, it is vital for the management to involve all subordinates in decision-making and policy formulation. Besides being a sustainable measure, this practice gives the organization a chance to benefit from the creative ideas of the employees. Collective participation increases the commitment of the employees to achieving organizational goals too.
From a theoretical point of view, organizational managers need to be conversant with the needs that influence group participation in work places. These include temporary, incomes, physiological, transportation, and accommodation needs (Thompson, 2013). Using these, managers should review the performance level of the employees and ensure that it is optimal. Besides addressing these fundamental needs, employers should emphasize on employee security. In this respect, employees that feel secure tend to perform better than their insecure counterparts do. Research agrees that environments that are supportive of acceptance and trust encourage effective performance. The inherent sense of belonging empowers employees and allows them to express their concerns with ease. Ultimately, such environments improve performance because the subordinates feel that the management appreciates their contributions and efforts (Thompson, 2013).
Hospitals are complex institutions that run varied operations ranging from housekeeping and nursing to emergency healthcare and staff development. In these contexts, group productivity ensures effective performance and optimal productivity. Efficient performance of groups presents various challenges to these institutions. Notably, Marshall Medical Center North has varied departments that need to work with each in order to attain important goals and objectives. In particular, the departments should work cohesively towards ensuring that patients access quality healthcare. As identified in the study, the group conflicts compromise attainment of this important goal. Besides improving communication and motivating employees, the institution’s management should consider empowering leaders at all levels through capacity building. It can attain this through effective use of the fundamentals of group motivation models. Most importantly, it should emphasize on meeting the entire needs of their staffs in order to boost their morale.
Hackman, J. (2002). Leading teams: Setting the stage for great performances. London: Harvard Business Review Press.
Hansen, M. (2009). Collaboration: How leaders avoid the traps, build common grounds and reap big results. London: Harvard Business Review Press.
Harvard Business School Press. (2004). Creating teams with an edge. New York: Harvard Business Essentials
Katzenbach, J. & Smith, D. (2006). The wisdom of teams: Creating the high performance organization. New York: Harper Business.
Marshall Medical Centers (2013). Marshall medical centers. Retrieved from: http://www.mmcenters.com/
Rosen, E. (2009). The culture of collaboration. New York: Red Ape Publishing.
Thompson, L. (2013). Creative conspiracy: The new rules of breakthrough collaboration. London: Harvard Business Review Press.
Paradigm concerns the unique ways in which people describe or make contributions to existing standards in their field of study. This implies that a paradigm would describe a situation indirectly, where participants are required to make their own conclusions (Barker, 2013). In other words, a paradigm is a generally accepted way of living.
One of the paradigms that I personally have is about courtship. It should be a two-way affair where both parties contribute fully for the wellbeing of the relationship. By doing this, both parties are content with each other.
The encouraging aspect of being positively oriented when engaging in a close relationship is about caring for each other. This has seen me through difficulties, and was a central issue in my relationship with my girlfriend (Gies & Gies, 2013). Mutual understanding and care have enhanced peaceful consideration and cooperation in carrying out relationship-related issues.
On the other hand, I have also experienced negative consequences where one member fails and deviates from the normal way of doing things. One such incidence has involved relationship misunderstandings on certain issues such as management of cell phone. This caused distrust between my girlfriend and I.
My perceptions about relationships have hindered the process of accepting, processing, and adapting to new changes. As concerns accepting new ideas in a relationship, this may become a challenge due to the responsibilities that set in. The processing and adapting process is not easy for two lovers because new ideas are not clear about the future.
Some people believe and apply the paradigm that a man is the main contributor in the relationship. It means that he is solely responsible for the welfare and the downfall of a relationship. In the event of a break-up, man is blamed for the ordeal.
This kind of observation helps in clarifying the duties and responsibilities of a man in the relationship. However, it is also a hindrance in context of the fact that a relationship needs efforts from both parties in order to gain success. This undermines the efforts and contribution of female parties in a relationship.
The three principles of paradigms include positivism, value-free sociology, and social constructionism. These should be applied by leaders in carrying out their daily businesses. It helps to connect well with individuals in the community (Prehofer & Bettstetter, 2010).
Barker, J. (2013, December 13). New Business of Paradigms [Video file]. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0CB0QtwIwAA&url=http%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DAesl6HeiwOg&ei=P0qVVdGZIabV7ga33qzoAg&usg=AFQjCNHdcECfXxI2U-c5ReCmanbeTSZrgg&bvm=bv.96952980,d.ZGU
Gies, F., & Gies, J. (2013). Marriage and the family in the Middle ages. New York: Harper & Row.
Prehofer, C., & Bettstetter, C. (2010). Self-organization in communication networks: principles and design paradigms. IEEE Communications Magazine, 11(2), 34-40. doi:10.1109/MCOM.2005.1470824
The question of whether effective business leadership can be learned remains a contested debate. Many individuals believe that business leaders are born. It is the year 2020, and I have been allotted to teach Effective Leadership in an MBA program. The three hot topics in this course include the most important skills of a business leader, learning effective leadership, and managing a diverse workforce. Leaders in organizations are handling these topics through supporting employees to enroll in management courses. Students need to learn the topics to become successful organizational managers and leaders in the future, and this has led to the significance of the topics. I will know if the course has been successful by posing questions to students after its completion and gauging their understanding. This paper seeks to raise the understanding of how effective business leadership can be learned and challenges of diversity overcome. In literature, it has been established that many people fail to lead effectively due to the perception that successful leaders must have unique leadership chromosomes while others, who have the notion that leadership can be learned, learn and excel at it (Schiffer, 2017). In the business world, people think of leaders that actively encourage unsavory reputation and publicity like Donald Trump, Jack Welch, and Lee Iacocca. Any person with unwavering desire to develop their skills can learn effective business leadership and become successful.
Any person can learn and develop leadership skills. The primary challenge to developing leadership skills is the notion that persons without particular chromosomes cannot be leaders. Some people learn business leadership skills at an early age. However, this does not mean that one cannot learn leadership skills at a later age. To appreciate that effective business leadership can be learned, it is imperative to understand the skills of a good business leader. One of the primary skills of a good business leader is that they never stop learning (Schiffer, 2017). One mistake that many people make is being complacent. Some individuals remain in a given rank for a long time and think that they understand everything about the position. It does not mean that one should not feel skilled in their job. The problem is that feeling competent might result in one being complacent, thus not becoming a successful leader. For one to learn effective business leadership, they need to look always at their roles in new ways.
An effective business leader is a good listener and
talker. Such a leader also understands the importance of communication. One can
always learn new things by communicating and listening to the coworkers. For
instance, a manager might acquire knowledge of an organization-wide challenge through
collaborating with workers. Additionally, a leader may acquire leadership
skills by discussing with employees how to handle particular tasks (D’Auria, 2015). Being a follower is another critical skill for an effective
business leader. It does not denote that once you become a leader, you cannot
learn something from your juniors. Spending time with employees from different
departments gives leaders an excellent opportunity to learn various skills.
Transformational leadership is the best approach in dealing with subordinates. Derue, Nahrgang, Wellman, and Humphrey (2011) argue that transformational leaders have the ability to influence their subordinates. The leaders encourage followers to shelf their interests for the sake of the organization. Transformational leaders are creative. They help their assistants to establish organizational goals and work towards their realization. In most cases, transformational leaders are fervent about transforming the organization. As a result, they inspire their followers. A good example of a transformational leader is Steve Jobs, the former chief executive officer of Apple. Jobs inspired his subordinates leading to remarkable innovations in Apple Company.
Excellent leadership skills promote innovation amid the subordinates and enhance their performance. Organizational leaders ought to alter their management styles based on circumstances. A leader has to change his/her leadership style according to the development level of the subordinates. Further, changes in circumstances influence the needs of various stakeholders within an organization. Hence, a leader has to vary his/her approach to satisfy the needs that arise. Managers can use leadership skills in different ways to enhance employees’ performance (D’Auria, 2015). The managers should identify the differences amid employees and ensure that they consider those variations when setting goals for the workers. Additionally, leaders should use leadership skills to educate employees in the subtleties of professionalism in the organization.
Many people believe that effective business leadership entails having a charismatic personality and high profile. Effective business leaders are products of an immeasurable practice of proficiency and character improvement. Effective business leaders grow through a series of continual learning about their careers, relationships, and personalities. Every individual possesses leadership skills. Nevertheless, some people may not have meticulous leadership skills to manage specific departments, organizations, groups, industries or businesses. The world history comprises numerous examples of business leaders who acquired leadership skills through learning. Leadership skills are learned with respect to the support of culture, and the learning practice begins as the children are growing up. In the family context, the parents act as leaders. The children learn the fundamental business leadership skills from the parents. They observe how the parents manage the family business and later build on the skills when they start their businesses. In other words, children are not necessarily born with business leadership skills. However, they may learn some skills from their parents. In the same way, a person can learn effective business leadership by working in business organizations or interacting with persons with trade shrewdness (Derue et al., 2011). The learned skills can help an individual to succeed in running an enterprise once they assume leadership roles.
Life offers people an opportunity to learn new things on a daily basis. Every day comes with a new learning opportunity. One can learn effective business leadership by reflecting on their achievements and failures or studying how successful businessmen conduct themselves. The trick to successful business leadership is having time for the hard work that constant learning demands (D’Auria, 2015). People can learn effective leadership by updating themselves about what is taking place in the business world. Besides, one can learn business leadership skills by taking the time to analyze the internal and external factors that affect a business. Learning effective business leadership requires the ability to have a stance on things. Business leadership entails a learning process. What motivates a particular group of employees may not necessarily persuade all workers. Thus, a leader learns the leadership skills by interacting with the subordinates and getting their feedback.
Numerous books give details on how one can become an active leader in the business world. Besides, various leadership theories teach on how to be a successful businessperson. Studying such ideas and books might assist one to get knowledge in successful leadership. However, the most efficient way to learn effective business leadership is by emulating renowned leaders; students can learn business leadership skills by identifying the qualities that such leaders possess (Derue et al., 2011). Further, an individual can quickly learn effective business leadership through working with a person that they consider an effective leader. Identifying the strengths and weaknesses of an effective leader can go a long way to bequeathing a person with business leadership skills. In other words, students can learn business leadership skills by analyzing the achievements and failures of other leaders.
In life, people do not always get an opportunity to decide the role they undertake, but they choose how to do it. This mantra can help individuals to acquire business leadership skills regardless of their experience. Good leaders have to pursue a demanding, and infinite course of learning that requires them to maintain an open mind. People can learn business leadership skills by shunning their ego and working with all kinds of employees (D’Auria, 2015). Domination and control have no place in the present business environment. Hierarchical thinking is a fundamental impediment to learning effective leadership skills. It denies a person the chance to learn from others who might be below them in the hierarchy.
The journey to effective leadership begins at a personal
reflection level. The literature reveals that many advocates of the reflective
process, from students to intellectuals, acquire effective business leadership
through incorporating personal reflection into learning. Personal reflection
kindles self-discovery in a career life. Additionally, it enables one to
develop the perceptions that lead to a holistic appreciation of questionable
circumstances by encouraging a person to query and even change personal
postulations. Personal reflection helps to develop ethical and moral
responsibilities that are core to effective business leadership. Research has
confirmed that through reflection, a person can acquire emotional astuteness
and in due course leadership skills (Mišić, 2013). This
plays a key role in promoting universal patterns of thinking that are
fundamental to successful leadership. Consequently, it may help one to acquire
business leadership skills, particularly in a work-based learning environment.
Business leadership constitutes great self-awareness
coupled with psychological and social intellect. Good leaders are the ones who
understand their weaknesses and strengths and are familiar with the emotional
needs of the employees (Schiffer, 2017). Leaders that have emotional and social
intelligence are skillful at exploiting the behavioral cues of the employees.
They use the signs to determine the emotional needs and moods of the workers
and react accordingly. There is no doubt that some individuals naturally possess
emotional and social astuteness as well as high self-consciousness. However, it
does not mean that those who do not possess the attributes are disadvantaged.
One can acquire the traits through contact with instruments such as the DISC
Behavioral Styles framework. This framework gives individuals ideas about their
ideal character traits and behavioral styles. Therefore, it leaves people in a
better position to enhance their leadership skills. Once a leader understands
their strengths and weaknesses, they can work towards improving their business
leadership capabilities by leveraging the strengths and moderating the
Effective business leadership is a skill and not an innate character. The perception that one is in a leadership position because of their inherent qualities may be unfortunate. The thought of a hereditary leader is a practical joke. A person cannot be an effective business leader without a professional knowledge of the company. One can learn business leadership skills through support, training, and experience. Research proves that the most effective leaders are those with a clear knowledge of the primary goals of the organization. Nevertheless, being a professional alone does not constitute an effective business leader. One must possess learned management and leadership skills to be an effective leader as the natural traits are not sufficient to make one successful (D’Auria, 2015). An individual can learn business leadership skills by enrolling for management courses. Besides, one can acquire leadership skills through mentorship programs or accumulation of experience. Being a successful business leader is not a one-time issue because it takes much time to attain effective leadership qualities. A person acquires successful business leadership abilities through persistent learning and practice. Practicing leadership skills enables an individual to be dynamic at any level of their profession in spite of the nature of the organization. Enrolling in an MBA program goes a long way to helping the student become an effective leader.
The majority of successful business leaders were not born
as managers. Many argue that they learned how to lead. They never woke up one
day and decided to lead. Instead, one person (the leadership teacher) instilled
in them the qualities and skills of leadership. Many leaders hold that after
learning, they nurtured the leadership skills through taking risks. They were
keen to take risks in areas that many workers were reluctant to try. One can
learn effective business leadership abilities by volunteering to do hard and at
times challenging assignments. Additionally, one can foster business leadership
skills through performance (Schiffer, 2017). For one to become a business
leader, they have to demonstrate superior achievements. Such performance acts
as a stage in which leaders can enhance their skills. It also builds
self-confidence that enables one to retain and develop leadership skills.
Organizations with employees from diverse backgrounds perform well, provided their leaders have skills to manage diversity. Employees from diverse backgrounds are endowed with different skills and experiences that are invaluable to an organization (Ibarra & Hansen, 2011). As a result, leaders should be in a position to assemble and lead a workforce comprising employees with diverse backgrounds, cultures, disciplines, and generations. A diverse workforce can gather information, brainstorm, and come up with a productive conclusion. Jabbour, Gordono, Martinez, & Battistelle (2011) posit that the cognitive assortment of a heterogeneous group engages many different perspectives that can result in resourcefulness. Diversity enhances decision-making within an organization. The minority members of a group express their criticism leading to the team coming up with the best decision. According to Jabbour et al. (2011), diversity has a symbolic effect. A diverse workforce serves as a sign of a collectively just institution. An organization with a diverse workforce has a high chance of attracting and retaining skilled workers. Diversity enhances the legality of business. It makes potential candidates believe that the firm values equality and treats all employees uniformly regardless of their cultural backgrounds. Jabbour et al. (2011) argue that diversity can also boost the sales of an organization as many customers prefer to shop in an enterprise with a heterogeneous workforce.
Leaders should have the capacity to bring together a workforce comprising people from different cultural backgrounds, disciplines, as well as generations. According to Olsen and Martins (2012), managing team diversity helps an organization to reposition itself and broaden its perspectives, approach, and strategic tactics. Additionally, managing team diversity helps an organization to benefit from culture-specific and synergistic advantages associated with a diverse workforce. Olsen and Martins (2012) argue that diversity management boosts the competitive edge of the business. In the contemporary business world, organizations should have the capacity and agility to change. Olsen and Martins (2012) affirm that the ability and agility to change necessitate the dexterity to learn and effective learning incorporates diversity. Managing team diversity enables an enterprise to reach a wider customer base and boost employee productivity.
The capacity to manage a diverse team is an essential skill in the technological industry. The technical industry is innovation-oriented. Therefore, it requires a workforce with diverse background and experiences. The industry needs a manager to utilize a synergistic approach to exploit the knowledge of a diverse workforce and produce better outcomes. A manager is supposed to use the cultures of the employees to establish organizational systems. For instance, Dion Weisler, the chief executive officer of Hewlett Packard (HP), applies the synergistic approach to bring out the potential of his diverse workforce. Jabbour et al. (2011) allege that Weisler encourages cultural synergy by establishing disparities in community, workplace, and marketplace. Hewlett Packard comprises employees with various frames of reference. The employees enable the company to analyze problems from different perspectives and come up with novel ways of handling challenges.
address the limitations associated with diversity, organizational leaders
should often communicate to promote cooperation amid employees. Bringing
employees together in times of crisis and involving them in decision-making may
help to eliminate the in-group and out-group mentality that hinders
cooperation. Additionally, organizational leaders should establish rules for
workers to understand the anticipated consistencies (Rawat & Basergekar,
2016). Corporate leaders should help the employees to appreciate that conflict
is inevitable in a diverse workforce. Nevertheless, it should not deter them
from pursuing organizational goals.
one is born as a business leader. Anyone can learn effective business leadership
skills as long as they are determined to be a leader. For one to be an
effective leader, they have to exhibit several skills. A person has to be open
to learning. Additionally, one has to be good at listening and communicating.
The perception that successful business leaders are born with particular
leadership chromosomes is unrealistic. One can learn and nurture effective
business leadership skills through interacting with employees from different
departments. Besides, after learning, a person can cultivate business
leadership abilities by reflecting on failures and achievements. Understanding
one’s strengths and weaknesses serve as the starting point of a journey to
effective business leadership. People can learn effective business leadership
in MBA programs. Diversity management, one of the hot topics in the program, is
critical to an organization. It helps to build the reputation of an enterprise,
thus boosting its sales volume and ability to attract and retain skilled
workers. A diverse workforce promotes creativity in an organization. Employees
with different backgrounds share experiences and come up with innovative ideas
that help to improve organizational performance. Corporate leaders have the
duty of promoting diversity.
D’Auria, J. (2015). Learn to avoid or overcome leadership obstacles. Phi Delta Kappan, 96(5), 52-54. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=100515828&S=R&D=aph&EbscoContent=dGJyMMvl7ESep7U4yOvqOLCmr0%2BeprNSrqe4S7CWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx43zx
Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7-52. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=58139236&S=R&D=bth&EbscoContent=dGJyMMvl7ESep7U4yOvqOLCmr0%2BeprNSrq24SbaWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx43zx
Ibarra, H., & Hansen, M. T. (2011). Are you a collaborative leader? Harvard Business Review, 89(7/8), 68-74. Retrieved from http://krinetix.com/wp-content/uploads/2016/03/Harvard-Business-Review-Are-You-a-Collaborative-Leader.pdf
Jabbour, C., Gordono, F., Martinez, J., & Battistelle, R. (2011). Diversity management: Challenges, benefits, and the role of human resource management in Brazilian organizations. Equality, Diversity and Inclusion: An International Journal, 30(1), 58-74. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/02610151111110072
Mišić, M. (2013). The role of human resource management in professional development and promotion of women in organizations. Journal of Engineering Management and Competitiveness, 3(1), 22-26. Retrieved from http://www.tfzr.uns.ac.rs/jemc/files/Vol3No1/V3N12013-05.pdf
Olsen, J. E., & Martins, L. L. (2012). Understanding organizational diversity management programs: A theoretical framework and directions for future research. Journal of Organizational Behavior, 33(8), 1168-1187. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=82300914&S=R&D=bth&EbscoContent=dGJyMMvl7ESep7U4yOvqOLCmr0%2BeprJSsq%2B4SrGWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx43zx
Rawat, P. S., & Basergekar, P. (2016). Managing workplace diversity: Performance of minority employees. Indian Journal of Industrial Relations, 51(3), 488-502. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=114168286&S=R&D=bth&EbscoContent=dGJyMMvl7ESep7U4yOvqOLCmr0%2BeprJSsa24SLGWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx43zx