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A Gender Equality At Workplace

Workplace & Gender Equality

By Maulik BorsaniyaPublished 3 years ago 10 min read
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Gender Equality

A problematic situation that I would like to address and change at work equal gender rights. Gender rights are a significant issue in the workplace because sometimes people are not treated right in the workforce. Research has shown that women are underrepresented at each level, and ladies of shading are the most underrepresented gathering of all, lingering behind Men (Schooley,2019). I would use the Kotter eight-stage model to help gain awareness of gender equality and make a good vision of the change to coordinate the activity and create effective systems to help the group accomplish it. The Kotter eight-stage model reflects upon, lighting a fire for change, getting the right people on board, painting a compelling picture, communicating the change widely, removing obstacles and empowering people to change, achieve and celebrate quick wins, keep it moving, and making changes stick (Richard,2014). Lighting a fire can reflect on influencing others that Gender equality is an issue in the workplace. Workshops and presentations can help internal stakeholders understand the problem and what changes will need to be made.

Getting the right people on board means building a solid team and helping fight the shift in gender equality. One person cannot make a change on their own. They are finding people with authority, such as managers and supervisors. Painting a compelling picture can be creating a strategy or a vision on how to create change (Richard,2014). Some methods can be making a petition or protesting for gender equality in the workplace. Communication is another crucial aspect. They are always trying to promote the message that needs to be heard. Communication can be directing such as a speech, or indirect, as a poster about gender inequality. Getting rid of obstacles can help because obstacles can slow you down when making changes. An obstruction can be dividing the time and avoiding obstacles developing a system that can help tackle that situation smoothly and effectively. I empower people to act by educating and showing people why gender inequality needs to change. Celebrating quick wins can help bring motivation and help build a strong coalition. It can help influence your team to focus on the successive upcoming win. Always keep on moving, focus on the straight win that needs to occur, creating awareness of the gender inequality issue in the organization by getting attention from the manager to the CEO—finding ways to make a mark and resolve the problem for good. Gender equality policies can be issued in the organization so that the issue would not come back.

As the business world becomes more worldwide, organizations will meet with other organizations from different nations and probably experience somebody from another country. A diverse workplace is now something that people are considering when applying for jobs. Workplace diversity is about people with different human qualities, life experiences, national origins, education, and learning style (Lee,2021). The critical seven dimensions outlined Individualism and collectivism, power distance, uncertainty avoidance, assertiveness, time orientation, doing and being, and performance orientation (Richard,2014). These seven dimensions are wide speculations, yet they understand how generally societies shift (Richard,2014). I believe that these cultural dimensions would make us more stereotypical because, from a business point of view, Individualism can focus on personal success, and collectivism is group success. Some people can be stereotypical about the ways cultures value business. For example, American business values are focused more on individual success. However, other places such as Japanese or China business view they can revolve around collectivism that believes in group success. It can also be considered to be in countries being strongly ethnocentric. They think that their way of doing business is the correct way, and everyone is doing it wrong. Power and distance can make us more stereotypical because the power of inequality is accepted in some countries; however other countries are less tolerant of inequality. For example, countries such as USA business with higher acceptance meeting a country such as India business with less tolerance with inequality, India would worry more about the people and USA will have a tunnel focus on profits. Uncertainty avoidance can be viewed as stereotypical because, due to different beliefs, uncomfortable towards other countries could offend potential business people. For example, the USA has different ideas than the Japanese business methods, and offending other cultures can be stereotypical. Assertiveness can be a stereotyping factor because cultures can judge other cultures and genders that are not the same competitiveness level. For example, some cultures can assume that females are not supposed to be more brutal than males, seen as dominant and demanding. Time orientation can be viewed as stereotypical because heritage traditions for culture can be essential to follow, and therefore some other cultures can offend past cultures. For example, Japanese cultures have business meetings by first bowing to each other, while American does not have strict cultural heritage and get straight to business. Doing and being can also be viewed as stereotypical because some cultures view has money and hard work as successful and other cultures view that spending with family is booming. People will assume that different cultures are lazy because they spend time with family and do not work hard. Performance-oriented can be viewed as stereotypical because other cultures might offend other cultures for having less emphasis on performance. For example, USA business focuses on factors performance, but Venezuela businesses focus on loyalty.

Being an effective manager is crucial because effective Managers can help carry out the organization's goals. Being an effective and successful manager requires managing up and down the hierarchy (Richard,2014). Being an effective manager requires some qualities to manage his superiors successfully. I recommend that managers inform and promote goals, find ways to build relationships and network information with their superiors, and be a resource towards your superior. They are using tools like the SMART goals guideline to help fulfill the organization's goals, for example, informing higher authority about goals that your department has set in a specific period that can benefit the organization. Setting goals can also help create a guideline on what tasks need to be done effectively. I also recommend that managers supply information up to the superior so an organization can keep track of what is happening. Creating excellent communication with superiors can make a huge difference as an effective manager. Creating a perfect communication channel with seniors is critical because it can allow higher management to keep in touch with associates such as managers and help build a relationship. For example, Managers can execute this by conducting weekly meetings reflecting information and explaining and asking for feedback that needs to be told or asked to higher superiors. Something else I recommend managing superiors successfully is to be a resource towards your seniors. Being a reliable resource to your superior can help you understand the pressures that your leaders have to face (Richard,2014). For example, if a fine is having tons of pressure with a job, an effective manager will try to help them find solutions. Effective managers find answers for not just lower subordinates but also higher rank management. Being a resource can also be executing feedback to higher management. For example, explaining to your boss any strengths and weaknesses they have, and telling methods on improving it.

Case Study

I would characterize Rankin' leadership approach to be a tall task and low relationship-oriented. A high-task and low-relationship style means that a manager focuses primarily on work structure such as planning short-term activities and monitoring operations and performance while giving little attention to the people needs of team members (Richard,2014). Rankin has utilized a task-setting methodology from numerous points of view because Rankin does not support people, but he tends to command people to do tasks. He emphasizes that functions need to be done, and building relationships with people and working with people is not his priority. For example, Rankin asked Bob Finley and Lynne Johnston to do a task; however, it is evident that they were just flooded with jobs to accomplish without any reasoning and did not provide any workplace motivation to his employees. I believe an approach that should be correct for this situation is a high-task and high-relationship people approach. This is an excellent choice because the team that Rankin has is very committed to finishing the task. However, Rankin needs to incorporate factors of building relationships with subordinates. Having high charge and high relationship can bring together both worlds of focusing on finishing jobs and concentrate on making people relationships. This approach can bring a source of motivation towards them and therefore increase work productivity for the organization. Building people skills can boost each other's confidence in accomplishing tasks efficiently.

Reference:

Daft, R. L., & Marcic, D. (2014). Building management skills: An action-first approach. Mason, Ohio: South-Western College Publishing.

If I were Rankin, I would try and shift my leadership behavior from task-oriented to more people-oriented. Rankin should focus on people skills, such as relationship building, motivation, emotional and physical assistance. Rankin is less concentrated on people-oriented and instead more focused on ensuring that the task is completed. Switching to people-oriented can allow Rankin to understand how he was in his subordinate's position. I can awake more enthusiasm in my team by rewarding power motivation and the use of soft power. Motivation is a great way to ensure readiness in a group. Reward power could help build confidence within each other, allowing tasks to be done efficiently and productivity (Richard,2014). For example, If Rankin raised Finley and Johnston, I believe it would increase workplace motivation. This can help Finley and Johnston province. Soft power is also a great tool to use because it can help you build positive connections and individual credibility (Richard,2014). Making positive connections with your subordinates is very important because it can influence them and help them understand your employees' needs and wants. For example, Rankin should have talked to Sally about improving before thinking about the promotion instead of bluntly telling her that she isn't technically good enough. Also, soft power can teach Rankin how to treat individuals and help other people develop constantly. In the beginning, I would first try to talk to the employees and try to get an idea of the problem. Hosting an employee meeting or releasing a survey that talks about workplace issues can be a significant step. The next step I would do is try to listen to employee feedback and provide feedback towards work. Effective management will always consider employee feedback and put that into perspective when making decisions. Giving employee feedback is crucial because it can help develop your employees into future leaders. It can help improve employees' work more efficiently.

Reference:

Daft, R. L., & Marcic, D. (2014). Building management skills: An action-first approach. Mason, Ohio: South-Western College Publishing.

I would suggest that Rankin improve relationship skills, encourage team building, and focus on motivation. Rankin should enhance interpersonal and relationship skills because Being better connected and having these good relationships builds almost a coalition with his representatives, making them influenced to work for him. Building relationships with employees can help understand frustrations and problems that employees have in the work environment. For example, Johnston and Fully had previous arguments and bickering going on for a while. If Rankin was maintaining relationships with his subordinates, therefore Rankin can help solve this problem way sooner. One way that Rankin can execute building relationships is by staying in touch with employees. Let employees express their opinions freely. Building relationships can be resourceful as well. It can help people receive feedback and tell them their strengths and weaknesses. For example, Instead Rankin telling Sally bluntly that she does not have the skills. Rankin can go over some improvements that she needs to work on before receiving the promotion. Something else that Rankin should modify is encouraging team building. Team building is very crucial in the workforce. Rankin should encourage team building in the workforce because it improves efficiency, expands representative inspiration, empowers joint effort, and constructs trust and regard among workers (Richard,2014). Team building is also a great way to fix and create collaboration with people. For example, Rankin should find different tasks that require collaboration so that Fully and Johnston can work together and improve their argument with each other. Rankin should also boost motivation in the workforce. Push in the force can prompt expanded profitability and permit an association to accomplish more significant output levels (Richard,2014). Without it, organizations experience diminished efficiency, lower yield levels, and, almost certainly, the organization will miss the mark concerning arriving at significant objectives. Some ways Rankin can execute motivation in the workforce is by promoting incentives such as bonuses. These can help influence workers to do tasks and make sure that their subordinates are comfortable working.

Reference

Daft, R. L., & Marcic, D. (2014). Building management skills: An action-first approach. Mason, Ohio: South-Western College Publishing.

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Maulik Borsaniya

Digital Marketers | Blogger | SEO | SMO | SEM | Content Creator | ASO

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