Global Issue: Managing Organizational Behavior and Diversity
Review of Subject
The success of a company is often based in great part on company culture and a “people centered” approach that recognizes not only the importance of the customer, but equally the importance of its employees. In order to build a people-centered and ethically managed organization there exist core values and practices that are often associated with success. Success in this context not only refers to profit but employee and customer satisfaction as well. Without these two factors success is unlikely to occur. As such, success is determined by the company, its employees, and its customers. The company is the tool that allows employees to achieve things collectively by working together and garnering viewpoints from several diverse populations including generational types, ethnicity, educational background, location, skill sets, and so on. Working collectively and collaboratively is often the best route to business and/or personal success providing education and experiences that often one could not attain on their own. Successful managers can show employees the benefits of working together, embracing an ever-changing landscape, and provide them with the education, tools, support, and training they need to be successful and in turn make the company successful.
The company culture is vital to any organization and should include putting both customers and employees first, as suggested in the concept of “people-centered” organizations. These organizations often have a set of values and practices they follow. Although I have worked for companies that list similar values and practices, the fault lies in little to no action, training, or reinforcement to support initiatives.
This type of team building is progressing at my organization, but is not where it needs to be in regards to cross-cultural communication, talent acquisition from diverse groups, and expertise in technology which are necessary to be competitive in a high-tech society. Growing numbers of GenX and GenY employees are responsive to different styles of management than their predecessors, and some managers are having difficulties with recognizing and adapting to characteristic differences. My organization has two locations with vastly different demographics. On one hand, we have a rural location consisting of a large proportion of baby boomers and GenY populations who are eager to move up in an organization that doesn’t offer much in terms of advancement. In addition, the percentage of non-caucasians is almost non-existent. The other location is an urban setting with a large percentage of minority employees and an applicant pool that allows this option. This location consists mainly of GenX and GenY populations with a lesser number of baby boomers. Although the organization attempts to attract people with multi-cultural activities and events it has not had much success in the rural...