Managing Diverse Workgroup

8/2/2019 Managing Diverse Workgroup

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LEADERSHIP DEVELOPMENT:Effective management of adiverse workforce


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Agenda

Introduction

Leadership Development EFFECTIVE MANAGEMENT OF A DIVERSE

WORKFORCE

CHALLENGES FACED IN WORKFORCE

DIVERSITY CAPITALIZING ON DIVERSITY

Conclusion


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1. Introduction

For weihrich et al(2008), to be able to distinguish betweenmanagership and leadership is to look at the following:

There can be leaders of completely un-organized groupswhile managership is more associated with organized groupswhere organized structures are created with roles.

Separating managership from leadership has the advantageof isolating leadership for study without the encumbrances of

qualifications to the more general issue of managership. It is however important to note that leadership is an

important aspect of managing due to the following reasons:

Ability to lead effectively is one of the keys to being aneffective manager.


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Introduction Contd

Managers who lead effectively are those who exercise allthe functions of their role with a degree of discretion &

authority in order to combine human & material resourcesto achieve objectives.

We are also to highlight the fact that leadership &motivation are closely interconnected due to the followingreasons:

By understanding motivation, a leader can appreciatebetter what people want & why they act as they do

Leaders may not only respond to subordinatesmotivations but also arouse or dampen them by means ofthe kind of organizational climate they develop


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CAUSAL CONNECTION BETWEEN (i)MANAGING(ii)MOTIIVATION AND (iii) LEADERSHIP THEORIES

MANAGING

CAUSAL

CONNECTION

CAUSAL

CONNECTION

LEADERSHIP

THEORY

MOTIVATIONA

L THEORY


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2. LEADERSHIP DEVELOPMENT

In treating leadership development we shall attempt atcovering the following:

Leadership as a concept : Though leadership may have beengiven different meanings by authors, there is anunderstanding that leadership is the art or process ofinfluencing people so that they may use willingness to workwith:

a) Zeal: earnestness & intensity in work execution

b) Confidence: experience & technical ability

Leadership ingredients: One of the distinguishingcharacteristics of a leader is that he envisions the future by

inspiring organization members & chart the course of theorganization


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LEADERSHIP DEVELOPMENT Contd

The skill to achieve this has some ingredients:

a) Ability to use power effectively & in a responsible manner

b) The fundamental understanding of people through theknowledge of motivation theory, kinds of motivating force & itsapplication to people & situations.

c) The rare ability to inspire followers to apply their fullcapabilities to a project or work. The leader should possess

qualities of charm & appeal that give rise to loyalty, devotion,&a strong desire on the part of followers to promote what leaderswant.

d) Leadership style & organizational climate he develops. Thisinvolves followers expectancie, perceived rewards, amount of

efforts believed to be required, tasks to be done & other factorsof the environment.


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LeadershipTrait approach

Prior to 1949 leadership studies presented a causal

connection between leadership & traits possessed by leaders-. Beginning with the Great man theory which states that

leaders are born and not made. Physical, mental &personality traits of various leaders were identified as a basisto determine those who are born leaders. However, the rise of

the behaviorist school of psychology led to loss of confidenceto the trait approach.

Leadership- charismatic approach :

This is one of the early theories that associated certaincharacteristics to a Leader such as :


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i) Self confidence

ii) Strong convictions

iii) Articulating a vision

iv) Able to initiate change

v) Communicating high expectations

vi) Influence followers & supporting them e.t.c

Leadership behavior & styles:

Several theories that are based on behavior & style abound.We shall focus on the following :


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Three basic styles are used here :a) ON THE BASIS OF HOW LEADERS USE THEIR AUTHORITY

i) Autocratic leader commands & expects compliance, leadsby ability to withhold or give rewards & punishment.

ii) Participative consults with subordinates on proposedactions & decisions, encouraging participation from them.

iii) Freerein Leaders- use his powers very little if at all, givingsubordinates a high degree of independence.

b) ON THE BASIS OF THE MANAGERIAL GRID

Blake & Mouton developed & identified two types of leaderswith a grid that has two dimensions :

i) Those with more concern for production.ii) Those with more concern for people.


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c) ON THE BASIS OF DIFFERENT CONTINGENCIES

Tannenbaum & Schmidt developed leadership

continuum concept . They identified three forces that mayinfluence a managers style along a continuum:

i) Forces operating in the managers personality including his

value system, confidence in his followership & styles ofleadership.

ii) Forces in subordinates such as their willingness to acceptresponsibility, knowledge & experience

ii) Forces in the situation such as organizational values &traditions, pressure of time.


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SITUATIONAL OR CONTIGENCY APPROACHES TOLEADERSHIP

As a reaction to the disillusionment associated with the earliertheories of leadership, the situational or contingencyapproaches to the study of leadership emerged :rather thansuggesting there is one best style to lead, this theory suggeststhat appropriate style depends on the situation.

a) Fielders contingency approach ;To determine the style ofleadership that will be most effective at any given point in time,the following critical dimensions were highlighted:

i) Position power the degree to which the power of a positionenables a leader to get group members to comply with

directions.


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ii) Task structure The extent to which tasks can be clearlyspelled out & people held responsible for them

iii) Leader-member relations- The extent to which groupmembers like & trust a leader & one willing to follow thatleader

b) Path-Goal approach; This approach suggests that the mainfunction of the leader is to clarify & set goals with

subordinates, help them find the best path for achieving thegoals & remove obstacles. For path-goal approaches ,leadership behavior can be categorized into four groups:

i) Supportive leadership giving consideration to the needs ofsubordinates, shows concern for their well being.

ii)Participative leadershipallowing subordinates to influence theirdecisions.


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ii) Instrumental leadership-giving subordinates specific

guidance & clarifies what is expected of them.

iii) AchievementOriented leadership- setting challenging goals,seeking performance improvement & with confidence thatsubordinates will achieve the goals

TRANSACTIONAL & TRANSFORMATIONAL LEADERSHIP A distinction has been made between transactional

leadership & transformational leadership

a) TRANSACTIONAL LEADERSHIP- leaders under this categoryidentify the following:

i) What needs to be done to achieve goals


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ii) Clarify roles & tasks

iii) Rewarding performance

iv) Providing for the social needs of followers.

b) TRANSFORMATIONAL LEADERSHIP-leaders under thiscategory do the following:

i) Articulate a visionii) Inspire & motivate followers

iii) Create a climate favorable for organizational change.


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3. EFFECTIVE MANAGEMENT OF A DIVERSE

WORKFORCE

Understanding and managing people who are dissimilar fromus and each other is increasingly Challenging.

The concept of business globalization has led to the evolutionof a workplace with increasing diversity in terms of race,gender, age, nationality and indeed, cultural diversity.

The labor market is dramatically changing with countriesexperiencing an increase in the age of their workforce,

increased immigration, and, in many, a rapid increase in thenumber of Working women.

With companies carrying out operations abroad, the need toscramble for talents in different Countries emerged.

The diversity brought about by globalization created the need for

companies to ensure thattheir employees can relate to customers fromdifferent cultures.


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EFFECTIVE MANAGEMENT OF A DIVERSE

WORKFORCE Contd

Companies are therefore to ensure that their managersmust understand how cultural diversity affects the

expectations and behavior of everyone in theorganization.


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4. CHALLENGES FACED IN WORKFORCE

DIVERSITY

Coping with employee unfamiliarity with nativelanguages.

. Learning which rewards are valued by different ethnicgroups, gender, race , nationality, religion and agedistribution.

Providing career development program that fit thevalues of different ethnic groups, nationality, age and

gender.


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5. CAPITALIZING ON DIVERSITY

The following are some of the ways that organizations mayuse in capitalizing on diversity:

Communicate your objectives and expectations aboutdiversity to employees through a range of channels, such asvision and mission statements, value statements, slogans,round tables.

Recruit though non-traditional sources such as womens job

networks, training centre for disabled, known job banks etc. Use diverse incentives for motivation since most studies on

motivation are by American researchers which are based onAmerican workers. This may be at odds with people fromothers countries.


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6. CONCLUSION

In this presentation, we highlighted a causal connectionbetween managing and leadership theory.

We also highlighted a causal connection between Managingand motivation theory.

Various approaches used to understand leadership formedpart of our discourse.

Correlates of Business globalization such as a diverse

workforce in terms of gender, race, age, religion, nationalitywith its diverse cultural implications were mentioned.

We are to conclude that Companies are to prepare their Managers tolearn which rewards are valued by different ethnic groups, gender,race and age distribution and provide career development

programmes that fit the values of different ethnic groups,nationality age and gender in a workforce with diversity

Documents

Managing Diverse Workgroup