Managers Earning Organisations 21st Century Essay

Pages: 8 (2550 words)  ·  Style: APA  ·  Bibliography Sources: 18  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .

While no manger can be fluent in every language and every culture, he or she must be aware of the potential benefits of diversity. "A diverse employee base can better understand and communicate with different types of customers and thus better serve their diverse needs; a team composed of diverse members has the advantage of more information, richer perspectives, and a greater number of approaches to solving problems than a team composed of the same type of people" (Knouse 2012). Diverse teams are able to pool their collective problem-solving resources and are thus more innovative in generating new ideas for 'best practices.'

Workers from diverse backgrounds can give firsthand knowledge of how to do business abroad and suit the needs of different populations. A Japanese-American can explain why a particular advertising campaign will not be persuasive in Japan; a woman is able to explain why a certain product may need to come in more sizes to fit the needs of different genders. When meeting with a new business delegation from another country, a manger with intercultural finesse will be mindful of differences in body language, customs of politeness, and the degree to which surface meanings can be interpreted on a literal fashion. In many nations, "The context in which something is said affects the meaning of the words. Therefore, it is imperative to understand the situation to fully appreciate the response" (Japan, 2012, Kwintessential).

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Managers with good intercultural awareness who are skilled in diversity management are able to communicate with employees well and are good listeners. They are swift to identify potential problems before they occur and are willing to deal with them with an eye upon the organizational needs of the moment. The ability to work in a diverse setting highlights the manager's general flexibility of character as a whole, and willingness to see the world from a variety of perspectives, all of which speaks well of his or her ability as a manager.

TOPIC: Essay on Managers Earning Organisations 21st Century Assignment

Managers who are skilled at managing diversity know when to step in and when to back off when giving advice and dealing with conflict. Diversity management requires a high level of interpersonal awareness. Managers must understand that personality differences between workers of high-context and low-context cultures may lead to miscommunication, and create ways to negotiate and work through conflict. Workers should develop standard operating procedures that enable them to work through disagreements in a productive fashion. Eventually, workers on diverse teams should be able to gain some autonomy and be able to handle such conflicts themselves, but managers are often the facilitators and catalysts for doing so. Managers set goals which enable people to focus on processes, rather than personal differences. Unified purpose creates a sense of unified values.

The ability to manage diversity thus requires a manager who is both people savvy and culturally savvy. He or she understands that everyone is not 'the same' in the sense that different cultures have profoundly different ways of valuing individualism and other concepts such as time and the family. But the manager is also able to find common ground. This requires education, interpersonal skills, and also a high level of self-awareness about his or her own cultural assumptions.

KSA 3: Communication skills

As important as technical skills may be, it is not enough to be technically fluent in one's profession. Team work and working in teams is an essential component of success at most enterprises, and that is true of engineers as well as 'soft skilled' workers. "It's not enough just to have a technical skill set anymore. "[Companies] want their employees to have people skills, to be articulate, literate, to work with teams" (Hasham 2012). Even an engineer must design a new computer system to be 'user friendly' and adaptable to the mindset of a layperson. The ability to understand others and the way they see the world has been called 'interpersonal' intelligence, and strong communication skills reflect the worker's ability to translate that intelligence in a manner that is an asset for the company.

A manager with strong communication skills can clarify the purpose of an employee's assignment and also give the employee a sense of personal worth and mission in fulfilling that assignment. Helping employees see 'the big picture' requires the manager to use persuasive verbal and nonverbal language, and to understand what resonates as motivation with that particular worker, in the context out of which he or she is operating.

Although good communication skills might sound like something one is 'born with,' a manager does not have to have natural charisma to be a good communicator. Speaking sequentially and logically when conveying complex information; knowing how to use the space of the room and alter one's speech and body language during a presentation; knowing when to use a joke or to soften one's approach regarding a difficult subject, and understanding how the medium of the message (face-to-face vs. email) are all examples of communication skills that can be learned through self-awareness.

Conclusion

Technical skills, knowing how to manage diversity, and communication skills are all critical KSAs in the 21st century workplace. Within these skill sets there are many additional subsets of skills such as computer knowledge, flexibility, and organizational abilities. No employee who wishes to be competitive in the modern job market can afford to ignore the need to sharpen these KSAs, since they are needed, in some form or another, in most managerial positions.

References

Carew, Diane. (2012). Computer skills key to 21st century literacy. WorldWide Workforce

Development and Community College Relations Microsoft Corp. Retrieved:

http://www.thefreelibrary.com/Computer+skills+key+to+21st+century+literacy.-a094510225

Frederick Taylor and Scientific Management. (2012). Net MBA. Retrieved:

http://www.netmba.com/mgmt/scientific/

Hasham, Alyshah. (2012). Canadian unemployment is rising but so is a worker shortage.

The Star. Retrieved: http://www.thestar.com/business/smallbusiness/people/article/1127186 -- canadian-unemployment-is-rising-but-so-is-a-worker-shortage-how-both-can-be-true

Hornig, Doug & Alex Daley. (2012). Not enough new scientists. Casey Daily Dispatch.

Retrieved: http://www.caseyresearch.com/cdd/friends-dont-let-friends-major-liberal-arts

Japan. (2012). Kwintessential. Retrieved:

http://www.kwintessential.co.uk/resources/global-etiquette/japan-country-profiles.html

Knouse, Stephen B. (208). Issues in diversity management. Internal report. University of Louisiana. Retrieved: http://www.deomi.org/DiversityMgmt/documents/Issues_in_Div_Mgmt_Knouse.pdf

Kurtzleben, Danielle. (2012). Even economists can't decide the causes of high unemployment.

USA Today. Retrieved: http://www.usnews.com/news/articles/2012/05/15/even-economists-cant-decide-the-cause-of-high-unemployment?page=2

Nursing faculty shortage. (2012). AACN. RetrieveD:

http://www.aacn.nche.edu/media-relations/fact-sheets/nursing-faculty-shortage [END OF PREVIEW] . . . READ MORE

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