শনিবার, সেপ্টেম্বর ১৯, ২০২০
শিক্ষা ডেস্ক
১১ আগস্ট ২০২০
২:৪৮ অপরাহ্ণ
A New Strategy on Diversity: Aligning Leadership and Organizational Culture
A New Strategy on Diversity: Aligning Leadership and Organizational Culture

১১ আগস্ট ২০২০ ২:৪৮ অপরাহ্ণ

The Diversity Initiative

Speaking at a National Naval Officers Association Conference, Chief of Naval Operations Admiral Mike Mullen stated "diversity continues to be a leadership issue and important to the Navy's future success." most are conversant in the normal challenges of diversity. However, concepts of diversity have evolved from inclusion and tolerance to managing diversity, and recognizing the link between diversity and therefore the emerging complexity of organizations like the Navy. "A complex environment is characterized by multiple critical elements that differ significantly." Complexities like joint collaborations, emerging technology, and globalization contribute to the challenges of organizational diversity within the Navy. Culture isn't created by declaration; it derives from expectations focused on winning. we will only have a culture that encourages performance if we recruit the proper people, require them to behave in a way that's according to the values the Navy espouses, and implement processes that will allow the Navy to achieve success.

Differences of any kind make the task more complex. Differences like proficiency within the use of technology or differences among warfare communities (i.e. Supply Corps, Aviators, Surface, etc.) will contribute to organizational complexity. If the Navy wishes to stay competitive during this complex environment, we must adopt "complex managerial strategies" drawn from multiple strategies.

If we accept that the leader's job is to inspire and support the collective responsibility to make a far better future for the Navy, then what are the tools to effectiveness? What characteristics must naval leaders have for this mission? There are key principles we must consider while striving to enhance leader-follower relationships. First, organizational design affects culture which successively impacts strategy formation. Second, leaders must have an understanding of their organization's culture so as to spot the obstacles to effective leadership. Finally, by aligning the Navy's organizational design and variety strategy with culture leaders can modify their behavioral styles for desired outcomes by utilizing tools that engage sailors. In summary, I will be able to identify obstacles to diversity and measures of effectiveness that commanders can implement to manage diversity.

IMPACT OF ORGANIZATIONAL DESIGN ON DIVERSITY

The task of managing diversity in today's rapidly changing environment is becoming progressively harder . in fact increasingly dissimilar sorts of people are entering the Navy and demanding different treatment. But some underlying forces also are present and pushing toward needed unity. a number of the explanations that spurn the necessity for diversity management include: "misunderstanding or distortion of social action requirements," the expectation that "only one group must change," or an "appearance of 'political correctness' which will postpone those with differing views."

Though the increased existence of cultural differences within the Navy may be a fact, there's also a culture that's already present. The Navy may be a subculture of identifiable traditions and a robust national culture. This cultural foundation forms a viable base for mutual action, trust, and support. It can help commanders build unity among their sailors. "The reporting relationships, business practices, policies, and even the body of any workplace are supported the cumulative experiences of that organization." The culture we all know today may be a result of the people that have made up the Navy over time, the larger culture they need to be created, and therefore the total context during which we operate.

Leadership for diversity is an integrative activity that proposes one value system, one culture, around which many of us can gather to accomplish useful results. "[Diversity management] requires the power to think and act in certain ways, which is what ensures that it's doable." The Navy must accept the great values and reject those values and behaviors that are undesirable. Many cultures include values, ideals, or behavior that employment against effective, coordinated performance. While most would agree therein understanding the role of culture and other variables is vital during a range of areas.

However, in practice people often report that they experience "great discomfort when confronted with the necessity to debate these issues and even greater discomfort when the discussion results in an examination of the social inequities that are related to membership in certain groups." for instance, American society typically doesn't accept cultural values that regard punctuality as unimportant or that condone nepotism; nor does it condone bribery, child labor or a number of other determined values or behaviors. These samples of unacceptable values are inimical to efficient interpersonal relationships.

As more people are entering the Navy with different cultural backgrounds, the pressure is on the company culture of the Navy to vary. "In an attempt to recruit and keep top-tier employees of all races and both genders, Fortune 500 companies have begun to deal with diversity issues within the workplace." Established business expectations, rites, and rituals will need to be altered for the new but different sailors; and a few of these cultural systems may have to be discarded. Navy leaders have a special responsibility with regard to diversity. "Not only must you develop yourself to handle the various diverse situations that occur within the workplace, you furthermore may are called upon to be a diversity leader-- to assist create a climate that values diversity, fairness, and inclusion." because the Navy continues its transformation into the 21 century, leaders must consider how diversity will affect our strategic planning and policies.

IMPACT OF DIVERSITY ON STRATEGY FORMATION

The most important attribute of any planning team is its diversity. This diversity, however, isn't about being correct or sensitive to a broad representation of sailors. The impact of diversity on strategy formation isn't just to avoid age or gender discrimination lawsuits. Successful strategic planning depends on the team's ability to ask new questions, perceive new insights, and picture new solutions. It's difficult for a gaggle of people who share similar backgrounds, thinking styles, and experiences to think new thoughts. "Strategy innovation may be a creative process, with a goal to spot markets, products, and business models which will not yet exist."

"A lack of genuine diversity could also be the most important obstacle to improved performance within the [Navy]." If wardrooms are filled with too many similar people, from similar backgrounds, who have ascended through similar routes then our diversity strategy is bound for failure. "The best ways for any organization to affirm that it's sufficient diversity is to make sure that the highest management team is comprised of people with varied sets of skills."

সম্পর্কিত খবর