Term Paper: Human Behavior in Organizations Understanding

Pages: 5 (1400 words)  ·  Style: Harvard  ·  Bibliography Sources: 2  ·  Level: Master's  ·  Topic: Business - Management  ·  Buy This Paper

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[. . .] Managers who have a strong sense and ignore their weaknesses on the self-evaluation report should welcome the fact that people have weaknesses, and work on them to improve their leadership skills. Self-evaluation helps in discovering the abilities and disabilities of leaders. Therefore, leaders must welcome their disabilities. In so doing, managers become strong in leadership and provide effective leadership towards their subjects.

Q.2 Discuss how you can personally reduce prejudice in your workplace

Prejudice refers to having a judgment about a person or a thing based on their characteristics and desirability. Although there are some positive prejudices, the term has a negative suggestion. The meaning of prejudice has no correlation with discrimination because prejudice is mental and depends on people's differences in behavior to treat them differently because of their prior knowledge of their behavior (Fernandez, 1981). However, combining prejudice and discrimination, offers an insight to the problem; that is prejudging an individual afterwards discriminating against them based on those prejudices.

Leaders have an obligation to address prejudice owing to the responsibility they have in running operations that rely on many workers. Addressing the issue of prejudice is significant because it has influence in an organization's chance for success. In addition to having support from the top management, managers must take the initiative of addressing this issue urgently. Managing this issue involves establishing awareness and then implementing strategies or steps to deal with prejudice. In a workplace setting, managing prejudice is a challenge because of the many people involved. However, a manager ensures involved people who perpetuate prejudice can manage the issue (Fernandez, 1981).

In case of prejudicial comments and behavior in meetings, the managers should remind workers of relevant things associated with the work. For instance, the manager can watch for functionality of irrelevant comments and gently but firmly redirect the comments to relevant issues that may lead to growth of the organization. By so doing, the conversation will focus on the agendas of the meeting rather than waste time on prejudicial comments. In addition, to manage prejudice in the workplace, managers should make vibrant statements in public and private. Clear statements may compel a group, although the workers may not change prejudicial behaviors overnight, persistence, without rancor, or restating the position may change a worker's prejudicial behaviors (Fernandez, 1981).

Establishing a grievance procedure may also have significant influence in managing workplace prejudices. This will allow an organization to try solving their problems internally before consulting outside the organization. The procedure should allow for confidentiality and private airing of grievances, therefore; the person in charge should have powers, be fair, and dedicated to the function to allow employees have faith and respect hoping for fairness. In addition, managers can also reinforce the discriminated dimensions in the workplace by recognizing, promoting, and reinforcing employees who show prejudicial behaviors. Therefore, an organization must change its hiring, reward, promotion, and distribution systems that reinforce prejudices (Fernandez, 1981).

Example of prejudice in the workplace

Jane has been the head of marketing for the last three years at a Computer Products Firm. The company's turnover had increased by two times during the period, and its market share increased. Jane made instant reports with company dealers, but she often battled against all odds as far as her relationship with other employees and peers in the firm. She felt it was unfair because she proved herself regularly and the score was obvious to every employee. Three months ago, a diverse industrial group, which had many business interests and had a lot of funds, took over the firm.

This change of ownership led to replacement of the managing director, but the other managers retained their positions. The changes led to the creation of a general manager post, which Jane was to take. However, based on the vast experience she had in marketing, the manager should have made her vice president in the marketing department a post given to a male counterpart. This showed that Jane's importance in the company was diminishing because the manager denied her a rightful promotion.

Bibliography

Brett, J., Behfar, K., Kern, C.M., (2006). Managing Multicultural Teams, Harvard Business

Review: Harvard University Press

Fernandez, P.J. (1981). Prejudice in organizations. Racism and… [END OF PREVIEW]

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