This paper is overall on the manager role in planning and decision making within an organization. A manager is a person responsible for controlling or administering all or part of a company or similar organization (Lonescu, Merta & Dragomiroiu, 2014). When changes occur, managers and supervisors may be their biggest supporters, but also the biggest opponents. They are closet to the employees who need to support new processes and behavior caused by changes. In many cases, the changes will affect the work and position of managers and supervisors. Managers and supervisors play a key role because of the relationship they have with employees within the organization. During the implementation of the change is not brought into question the importance of their roles or functions, but rather what could be the group for changes to be applied successfully.
There are different managers to deal with there are good, and bad managers there are helpful managers and poor motivational managers. Being a manager, you must be able to have good leadership skills cause dealing with employees and customers you must be able to carry yourself that way to where your employees are happy to work with you also. In the workplace, you must be able to get along with your employees and customers if not the company will be destroyed. Managers must carry themselves in a professional way and being able to collaborate and be able to work together as a team and getting along. Managers are to carry themselves in a respective way but at the same time, the environment around you supposed to know who’s in charge around the workplace.
Organization culture can help your company a lot if you have a manager with the right attitudes and being very helpful to their employees. Being their motivation and keeping the environment positive and going. Managers must be willing to listen and take ideas from their employees. Goal setting around the workplace can be very helpful also so everyone can be on the same page everybody is accomplishing something around the workplace. Good managers make sure they push their employees to their full potential and stick behind them through it all without confusion and getting frustrated with costumes or employees. However, a bad manager would not meet any of these standards and eventually, their business will fall downhill, or the manager will be in danger of losing their position.
Good managers keep things running, a bad manager will keep negativity in the
environment. It important manage stakeholders’ relationships because building trust with stakeholder they will be willing to do business with you making money or if you’re in need of investment that relationship and the way you talk to people take you a long way. The stakeholder will be aware of the respect and how you communicate with them. Organizational diversity in the workplace refers to the total makeup of the employee workforce and the amount of diversity included. Diversity refers to differences in various defining personal traits such as age, gender, race, marital status, ethnic origin, religion, education, and many other secondary qualities. It’s important to for workplace to have a clear definition of diversity because sometimes getting the wrong image of a place could cause conflict or lack of business or workers.
Gender diversity in an organization consist of more women in the workplace
today than at any time in history, and women are more likely than men to have earned a bachelor’s degree by age 29 (U.S Department of Labor, 2018). Yet, female workers continue to encounter significant obstacles. Pew Research found women earned 83 percent of what men earned in 2015. In leadership, the gap is more significant, with women making up only 5.4 percent of Fortune 500 CEOs and 20 percent of Fortune 500 board members. Beyond pay and representation, women face issues of bias and harassment. High-profile stories such as Uber’s internal sexual harassment investigations have shed light on a male-dominated culture in IT, but gender bias extends across industries. From unfair pay and limited career advancement to policies and practices that unnecessarily burden female workers, companies are recognizing a variety of contributors to gender bias.
A further complication for women is the supply of talent in some skills. Women with
expertise in STEM-related fields are outnumbered by men, so hiring is limited by availability. At the same time, talent acquisition is also prone to areas of unconscious bias, with job descriptions and interview questions often slanted toward traditional, male-oriented responses. The second diversity in an organization is ethnicity/race as organizations consider race and ethnicity in their D&I strategies, a few factors are important to note. For example, identities are evolving. The U.S. Census Bureau (2018) acknowledges established racial backgrounds as social constructs rather than as biologically defined categories, and the increasing self-definition of “mixed race” further reinforces the idea. Ethnicity, on the other hand, is based largely on the idea of a shared history, cultural, or geographical background (e.g., Latino or Mexican). This agreed-upon cultural reference point of ethnicity can make it a positive force in the workforce conversation without many of the controversies associated with race.
In facing the challenges of ethnic diversity, companies are elevating the conversation
among employees by opening lines of communication and interaction, and, notably, shifting away from mandatory programs to focus more on providing voluntary resources. Likewise, talent planners recognize that views on ethnic diversity are influenced by a variety of factors, from social backgrounds to generational identity. Bringing the conversation to life is essential to promoting inclusion as companies foster understanding and acceptance among all employees. On the talent acquisition front, ethnic groups are subject to bias in hiring, as well as limited representation in the supply of available talent. A conscious effort to target sourcing toward specific areas is essential for improving the representation of ethnic groups in the talent pool. Organizations are stepping up their sourcing to boost ethnically diverse hiring, and they are tracking results; nevertheless, there remains much work to do. The third diversity in an organization is workers with Disabilities Workers with disabilities differ from other groups in the D&I discussion by the sheer diversity within the group. It is likely that physical disabilities come to mind for many, but the total range of impacts vary greatly from vision, movement, and thinking to learn, communication, mental health, and social relationships. At the same time, the negative connotations of disability are changing.
For example, in some cases, people with Autism Spectrum Disorder (ASD) bring with
the skills that surpass non-ASD workers, notably in the world of IT. Today, many companies such as SAP, Microsoft, and IBM are implementing programs for hiring what is known as “neurodiversity” talent with great success. The fourth and final diversity in an organization is (Age) Younger generations experience age discrimination, too. Today, such discrimination often occurs as employers take on widely held stereotypes of younger Millennial workers, or organizations tacitly seek out “mature workers.” Companies are taking several approaches to improve inclusion of both older workers and professionals across generations. Apprenticeships can be available to workers of all ages. Mentoring across generations helps drive knowledge-sharing. Programs to bring workers back into professional life after extended absences are highly effective in connecting companies to the older workforce. Finally, education and awareness-building about generational differences can improve collaboration among workers.
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