Advanced practice nurse role in quality improvement inclusive of shaping health policy. Integrate project management strategies and skills needed to be successful in managing a quality initiative.Utilize scientific rigor in….
How managers in global organizations manage workforce
How managers in global organizations manage workforce diversity within their home country. How can an understanding and application of the concepts of organizational behavior help managers work in global organizations. Discuss how managers in global organizations can effectively manage workforce diversity within their home country, and manage offsite employees? Today’s managers face a myriad of challenges that managers several decades ago might never have dreamed could exist. Identify at least six major categories of challenges and opportunities that managers face in applying organizational behavior concepts.
Today’s managers face a myriad of challenges that managers several decades ago might never have dreamed could exist. Identify at least six major categories of challenges and opportunities that managers face in applying organizational behavior concepts.
Answers should include the following areas: (1) Economic pressures: During difficult economic times, effective management is often at a premium. When times are bad, though, managers are on the front lines with employees who must be fired, who are asked to make do with less, and who worry about their futures. The difference between good and bad management can be the difference between profit and loss or, more importantly, between survival and failure. Manager’s OB responses change depending on the situation—in good times, understanding how to reward, satisfy, and retain employees is key. In hard economic times, issues like stress, decision making, and coping are what mangers need to focus on. (2) Globalization: The manager’s job has changed due to globalization. If you’re a manager, you are more likely to find yourself in a foreign assignment—transferred to your employer’s operating division or subsidiary in another country where you’ll have to manage a workforce very different in needs, aspirations, and attitudes from those back home.
How managers in global
A manager needs to understand how to best work with people from different cultures and manage differences in motivation and communication. To do so successfully, a manager needs to understand how his or her employees’ culture, geography, and religion have shaped them and how to adapt his or her management style to their differences. In fact, global companies now recognize that their management practices need to be modified to reflect the values of the different countries in which their organizations operate. And they need to be aware of different legal practices between one’s home country and countries abroad. Another challenge for managers is to oversee the movement of jobs to countries with low-cost labor. In a global economy, jobs tend to flow where lower costs give businesses a comparative advantage, though labor groups, politicians, and local community leaders see the exporting of jobs as undermining the job market at home. Managers face the difficult task of balancing the interests of their organization with their responsibilities to the communities in which they operate. (3) Managing workforce diversity addresses differences among people within given countries dealing with prejudices and stereotyping. Managers must foster equal and respectful behavior between and among women and men, many racial and ethnic groups, individuals with various physical or psychological abilities, and people who differ in age and sexual orientation. (4) Improving customer service: 80% of Americans work in service jobs, all of which require substantial interaction with their organization’s customers. OB can help managers contribute to improving an organization’s performance by showing managers how employee attitudes and behavior are associated with customer satisfaction. Management needs to create a customer-responsive culture, and OB can provide much guidance in helping managers create such cultures—in which employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what’s necessary to please the customer. (5) Stimulating innovation and change: Today’s successful organizations must foster innovation and master the art of change, they must maintain their flexibility, continually improve their quality, and beat their competition to the marketplace with a constant stream of innovative products and services. The challenge for managers is to stimulate their employees’ creativity and tolerance for change. The field of OB provides a wealth of ideas and techniques to realize these goals. (6) Coping with a feeling of “temporariness”: Due to increased employee rotation to fill constantly changing work assignments, the organization’s continual reorganization of divisions, sale of poorly performing businesses, downsizing of operations, subcontracting noncritical services and operations to other organizations, and replacement of permanent employees with temporary workers has affected the morale, confidence, loyalty, and motivation of employees. Today’s managers and employees must learn to cope with temporariness, flexibility, spontaneity, and unpredictability—and the study of OB can help you better understand a work world of continual change, overcome resistance to change, and create an organizational culture that thrives on change. (7) Working in networked organizations: Networked organizations allow people to communicate and work together even though they may be thousands of miles apart. The manager’s job is different in a networked organization because motivating and leading people and making collaborative decisions online requires different techniques than when individuals are physically present in a single location. As more employees do their jobs by linking to others through networks, managers must develop new skills—and OB can provide valuable insights to help hone those skills. (8) Helping staff balance work and life conflicts is on a manager’s radar screens more than ever as a result of global business that operates 24/7, people working remotely and feeling as if they work all the time, and organizations demanding longer working hours from their employees. Dual working parents and employees caring for elders all create new demands, time and attention conflicts, and work priorities among the different generations. The field of OB offers numerous suggestions and can guide managers in designing workplaces, jobs, flexible schedules, and other adjustments that can help employees deal successfully with work–life conflicts. (9) Creating a positive work environment: Current OB research is focused on positive organizational behavior—developing human strengths, fostering vitality and resilience, and unlocking potential—instead of management practices that have been targeted toward identifying what’s wrong with organizations and their employees. Instead, OB researchers now try to study what’s good about them. Some key independent variables in positive OB research are engagement, hope, optimism, and resilience in the face of strain. (10) Improving ethical behavior: Today’s manager must create an ethically healthy climate for his or her employees, where they can do their work productively with minimal ambiguity about what right and wrong behaviors are. Companies that promote a strong ethical mission, encourage employees to behave with integrity, and provide strong ethical leadership can influence employee decisions to behave ethically.