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"What does it mean to be an effective manager in a diverse workforce?"...

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BUSM4176 Assignment 1

Course Section: Assignment 1 Title: “What does it mean to be an effective manager in a diverse workforce?” Date: 10/08/2020

Introduction: Managers in today’s society face the undeniable challenge of successfully and effectively integrating workplace diversity into all aspects of their organisation. One aspect of diversity that ultimately effects half of the human race is gender. The limitations women face compared to their male colleagues is evident and has been a major drawback that has affected individuals and organisations across the globe after the steady integration of women into the workforce. This essay aims to identify the key elements of gender inequality and diversity in the workplace and furthermore, how managers and organisations alike can constructively address the deeply embedded issue of gender inequality and lack of gender diversity among organisations, through exploration of fundamental management theories. 1. The gender pay gap is a notable result of gender inequality and the lack of understanding and acknowledgement surrounding the issue that is still present in many Australian and global organisations (Dahanayake et al. 2018). In Australia, male-dominated industries heavily outweigh those dominated by females by two to seven, out of the nineteen key industries (ABS 2016). It is also evident that the gender pay gap is currently sitting at 15.5 percent (WGEA 2020). Gender inequality and the pay gap can be reflected within the (Dahanayake et al. 2018) Equity Theory, which emphasises the idea that if people compare their distribution of resources and rewards to that of their counterparts, based on input vs output and inequality is visible, then it will cause those effected to become dissatisfied to a degree that is proportional to the amount of inequality, ultimately resulting in loss of motivation, work ethic and belief in the organisation (Dahanayake et al. 2018). After analysing the key findings in the (Dahanayake et al. 2018) case studies, it is clear that by incorporating a more in-depth understanding of gender inequality, considering issues such as recruitment and selection bias, performance management and career progression, with open discussion about the issue across all aspects of the organisation, rather than just the effected minority, will have far greater positive outcomes for both the organisation and society (Dahanayake et al. 2018). 2. Conflict is a natural occurrence across all social systems. It is especially inevitable within the workplace. Many factors can play into workplace conflict, one of which is the gender divide and the constructs of patriarchal hierarchy among top positions in organisations. It was stated in (Mahdawi 2017) that more men with the name John took up leading positions in the U.S. than women alone. A “glass ceiling” persists for female and other minority groups when it comes to entering higher ranking positions and there is a lot more diversity among lower and middle levels in organisations than at the top (Schermerhorn et al. 2020). This problem is a major contributor to social interdependence in workplace conflict, in which both parties emotions are involved in things such as interest or status. When one party then faces rejection or limitation, in this case the “glass ceiling” effect, it can drastically impact ones self-worth and value to society (Brett, 2018), furthermore, it can also create a sense of denial among majority groups, due to lack of understanding. The pivotal solution to gender conflict in the workplace is the participation and normalisation of diversity, along with respectful communication across all facets of the organisation (Rutkowska 2014).

3. In today’s society, modern approaches towards management are necessary in overcoming the challenges faced in the modern workforce to achieve desired results. This new and improved style is developed from aspects of the classical, human and resource and quantitative styles, it emphasises that people are complex, variable and ever-changing (Schermerhorn et al. 2020), this means a variety of managerial strategies is need to achieve the best outcome suited to individual differences. When it comes to addressing gender-related issues and the integration of gender diversity in the workplace, a more relaxed approach is necessary, one that highlights that there is a problem but with open discussion and participation from all internal and external levels it can be improved and developed (Mahdawi 2017). By adopting elements of behavioural management, that focuses on the needs of employees to ensure they feel valued and accepted, often resulted in higher levels of contribution and output, with an overall rise in job satisfaction. (Schermerhorn et al. 2020).

Conclusion: As the modern workforce continues to evolve, with more and more diversity merging into organisations, it is integral that managers and employees face the obstacles that may arise head-on, with a sense of open-mindedness and understanding. It is clear from the information discussed in this essay that the benefits of adopting a diverse workforce far out-weigh that of the standard and outdated white male-dominated workforce. To keep up with the everchanging working environment a manager must not only focus on the output of employees but also their psychological needs and development, ensuring they’re included and valued, with equal rewards and opportunity reflected in remuneration and career advancement.

References: Australian Bureau of Statistics 2020, Labour Force, Australia, Detailed, Quarterly, June 2020, cat. no. 6291.0.55.001, viewed 10 August 2020, https://www.abs.gov.au/ausstats/[email protected]/PrimaryMainFeatures/6291.0.55.001? OpenDocument Brett, J 2018, ‘Intercultural Challenges in Managing Workplace Conflict – A Call for Research’, Emerald Insight, vol. 25, issue 1, doi: 10.1108/CCSM-11-2016-0190 Dahanayake, P, Rajendra, D, Selvarajah, C & Ballantyne, G 2018, ‘Justice and Fairness in the Workplace: A Trajectory for Managing Diversity’, Emerald Insight, vol. 37, issue 5, doi: 10.1108/EDI-11-2016-0105 Mahdawi, A, TEDx Talks 2016, The Surprising Solution to Workplace Diversity, video file, 18 July, YouTube, viewed 11 August 2020, https://www.youtube.com/watch? v=mtUlRYXJ0vI&feature=emb_title Rutkowska, M 2014, ‘Conflict in the Workplace: Gender and Culture in Conflict Management Styles’, PhD thesis, University of Wyoming, United States, viewed 11 August 2020, https://search-proquest-com.ezproxy.lib.rmit.edu.au/docview/1625970638?pqorigsite=summon Schermerhorn, JR, Davidson, P, Woods, P, Factor, A, Simon, A, McBarron, E, Fatima, J 2020, Management, 7th Edition, Wiley Global Education Australia, available from: Zookal eReader. Workplace Gender Equality Agency, Australia’s Gender Pay Gap Statistics, Australia, viewed 10 August 2020, https://www.wgea.gov.au/sites/default/files/documents/Gender_pay_gap_fact_sheet_Feb2020 .pdf...