Already have an account? Get multiple benefits of using own account!
Login in your account..!
Remember me
Don't have an account? Create your account in less than a minutes,
Forgot password? how can I recover my password now!
Enter right registered email to receive password!
Diversity is becoming increasingly common in business communities today. In the workplace diversity can incorporate many different aspects such as personality, intelligence and cultural heritage as well as expertise, training and work experience. Calvard, Parker and Collins (2010) differentiate between surface and deep diversity. For example, cultural diversity belongs in the former category because it is more visible. However, functional diversity, which is defined as the 'breadth' of functional perspectives each team member has (Bunderson & Sutcliffe 2002), is deeper. What are the implications of these forces producing diversity for intragroup dynamics? One outcome is the increased opportunity for creativity and higher information exchange between team members. Research has shown that creative solutions can be better achieved by groups with a range of different perspectives (e.g. Mumford & Gustafson 1988). Group members challenge each other's assumptions about the way the world works, and this encourages individuals to think outside the box. Another potential outcome of group diversity is an increase in flexibility. Heterogeneous groups may have a greater range of skills to draw on and can be more flexible to changing demands from the market and other organisational groups. Associated with this is the broader and deeper understanding diverse groups may have of customers. If customer intimacy (Wiersema 1997) is a key organisational objective, having a workforce that better matches the diversity of the customer base is vital.
However, diversity may also introduce conflict, discrimination and culture clash. Differences of opinion cause arguments and prejudices to come to the fore. Culturally diverse teams have been found to suffer from a low level of engagement, infrequent communication, a reduced effort to understand each other's viewpoints or help each other (Calvard et al. 2010).
What in your view are the central human resource issues involved in this case
indra nooyi case study solved
Question 1: (a) Define the term Human Resource Accounting (HRA). (b) What are the objectives of HRA? (c) What are the different ways of controlling costs of manpower? (d) Elab
Teams fulfil two primary functions: first, they can enhance the financial performance of an organisation as they can reduce the need for middle management layers. Furthermore, team
Use strategic planning tools to investigate the career field that interests you. Outline the industry and government trends as they relate to strategic planning. Conduct a SWOT a
Q. Career planning benefits to organization? 1. Assured availability of talent: successful organizations put emphasis on growing new managers internally by the promotional from
Question 1: Any organisation is made up of groups of people. An essential part of management is coordinating the activities of groups of people and directing the efforts of th
Morale and attitude surveys: an occasional personnel audit may be conducted to forecast future promotions skill requirements and merit rating to initiate informal discussions and
“Borderless world, Diversity Management, and Knowledge power, are some of the overarching factors being encountered by the Human Resource Mangers of 21st century business world”.
Question 1: (i) Modern day organisations need ‘Leaders' or ‘Managers'. Discuss this statement giving concrete examples. (ii) Elaborate on the nine Belbin roles of team
Get guaranteed satisfaction & time on delivery in every assignment order you paid with us! We ensure premium quality solution document along with free turntin report!
whatsapp: +1-415-670-9521
Phone: +1-415-670-9521
Email: [email protected]
All rights reserved! Copyrights ©2019-2020 ExpertsMind IT Educational Pvt Ltd