Also, it created a resource deficient in the organization since the overly allocated projects remain the priority of the individuals. Lastly, such culture also leads to the individual developing their own goals and tasks that misaligned with the overall organizational strategy and which failed to develop a proper work system, ensuring the involvement of the senior executive at the right time and also the depiction of the project progress on a wider lens to the management, leading to the development of more centralized and individualistic approach in the
Conflict management: When a group comes together to carryout a task, it brings together differing values, differing perspectives, sometimes leading to conflict. Conflict can arise when the team has been given a new task, or when the team members are unable to adjust to the environment. The presence of these elements has an impact on the performance of a multicultural team. Managing Multicultural teams is considered to be a process which proactively and strategically manages the needs of a heterogeneous workforce. The benefits that can be derived out of multicultural workforce includes a bigger pool of creative ideas , solutions , better accessibility to new markets and also better adaptability to marketplace changes.
Therefore, for internal stakeholders such as employees, communication of vision might be easier as they share the same belief. When communicating vision to external stakeholders however, diversity needs to be catered for as the stakeholders might not on the same page with the shared norms, beliefs and values, as the case with internal stakeholders. Hence the need to communicate effectively and strategically so that the vision is realized. Stated simply, organisational culture refers to a set of commonly experienced stable characteristics of an organisation which constitute the uniqueness of that particular organisation and differentiate it from others. This organizational culture ought to be complemented by the culture for it to be effective.
Exceptionally experienced and trained representatives obliging little supervision fall under the laissez-faire leadership style. On the other hand, not all representatives have those qualities. This leadership style blocks the creation of representatives requiring supervision. The laissez-faire style creates no leadership or supervision endeavors from managers, which can prompt poor generation, absence of control and expanding expenses. Conclusion Autocratic leadership is an influential leader in business leader, as it contains of the central points and qualities of a perfect leader.
2008, 52-53) various reasons affect and generate resistance to change. Most commonly em-ployees resist redesign of the organization, because this affects existing structures of power, influence and in extreme cases raises worry about employment security. Fear of change may also be generated by technological challenges. Patton argues that technology and innovation have a great power to disrupt, since the introducers of new technologies have a better understanding of them than the end-users. Change may al-so confront feelings of comfort or apathy in employees.
But it is a phenomenon that is widespread in today’s society: fear of responsibility (KPMG NV, 2008). The fear from assuming responsibility for one’s actions exist because we do not want to repeat a traumatic experience that came about because of mistakes once made (Boshoff, W., 2010). Fear of failure or making a mistake often causes employees to avoid taking responsibility for their actions. The hypegiaphobic person could be self-indulgent, neglecting all responsibilities, to the expense of others. Background of the Study Globally, leaders need to view the new ever-connected world and the corresponding changes to business because directing an economy nowadays is completely different than it was ten, thirty, or fifty years ago.
3.2.2 Reasons to Encourage Diversity Organisations capable of managing diverse workforce can augment their efficiency significantly through many ways. Some of which are: • Social Responsibility Considering the disadvantages of the society and culture in which we live, it is important to include diverse workforce in the organisations. Diversifying workforces can help organisations and individuals to work in diverse cultures and add more value in the existing system. • Legal Compliance Many organisations in different cultures work the under rules laid down by the government. Sometimes such rules, policies and procedures include legislative mandates to be non-discriminatory in their service practices.
Their “hot house” session allows them to work closely with customers to get ideas, input, and system requirements. It also allows them to build closer relationships with their customers. For operations, the agile system helps streamline and prioritize a project. Benefits can be seen much faster and are implemented incrementally with prioritized features. This process is faster and has the potential to reduce costs.
As is becomes easier to move between projects, employees might find it easier to contribute to more that one team at the time. This would also increase their empowerment and responsibilities. The predominant strategic advantages of VTs are visible at the organizational level. For instance, the constructions of teams