¶ … Team Leaders
Jeremy Steele
Dr. John Klocinski
MBA6230-Leading Teams
Recommendations for Team Leaders
This research addressed team leaders of diversity management and diversity management training for those that are in leadership. One of the most argumentative issues in management is the problem of whether or not diversity actually hinders or helps the performance of a team. The complete review of the potential of diversity to make the most of output is mixed: with one point, diversity can nurture originality and strong discussion and dispute on a team. With that said, this section makes the following recommendations on how diversity management training should be developed and implemented.
Adopt the Diversity-Capability Model as the framework and basis for the diversity management training curriculum.
One important approach to workforce diversity is tactical and fixated on understanding and managing the association among force diversity and mission capability. Inside this framework, force diversity comprises any features that affect how individuals purpose in a work group and what they convey to the assignment; mission capability is described in terms of work groups' combat readiness and asymmetric advantage. Figure 1 is a conceptual model of the relationship between force diversity and mission capability, hereafter referred to as the Diversity-Capability Model or the model.
Figure 1 Model of Diversity-capability relationship
The Diversity-Capability Model was originally advanced by Air Force staff, and was altered slightly by CNA for research purposes. It is based on a large body of theoretical research from such areas like Psychology, Sociology, Organizational Demography, and Management (Stoker, 2008). A key feature of the model is that it depicts an indirect relationship between force diversity and mission capability. As said by the model, the relationship happens through intermediaries and is affected by arbiters. This project focuses on the moderator management practices (Syed & Murray 2008).
One of the initial elements of the model is exogenous issues that affect the quantity and nature of diversity in a work group or organization or. First are the continuing demographic changes that take place in the U.S. population that are the inspiring factors for diversity study and that will continue to increase racial/ethnic diversity in places such as the U.S. labor force and, consequently, the military employing pool (Deem, 2009). All of these type of changes also interrelate with other demographic changes, for instance evolving designs of labor force contribution for women, increased educational attainment and the aging of the population, and, to make the picture somewhat more compound. Second are transformational changes in a lot of companies constructs that will upturn work-group diversity along magnitudes that are distinct in terms of organizational function and structure (Syed & Murray 2008).
Practice: Facilitate brainstorming
Nearly all employees are interested in getting their ideas out there on the table. Everyone want to get there managers attention and approval. When there are things going on at the job in regards to diversity and overcoming its issues, brain storming is the smart way to go. Of course, "brainstorming" does sometimes imply that members of the group could possibly may have valuable input, and this is not something that all companies are looking for. Some places do not think that there employees are even worth listening to any ideas from a brainstorm (Stoker, 2008). However, for a manger to keep his workers happy and comfortable, it is a smart way to go. One some jobs employees purpose was simply making sure the manager was able to understand the "vision," so they could impart it in their units, and their unease was making themselves understood -- whether by saying the same thing in dissimilar ways or by viewing faces to see who wasn't however "on board." (Stoker, 2008)
Tool: Encourage brainstorming as a learning opportunity. This is important in order to find out what is going on in the mind of the employees, studies show that some employees not only brainstorms frequently with his senior leadership but also heartens them to do the same with their assistants (to learn new skills and then start practicing them). (Syed & Murray 2008)
Tool: Generate "learning" discussions. It is important to spark up conversation even when it may not be a proper time. Any good manager would understand that good communication is as requirement and then there is constant communications going on back and forth between the manager and the employees, it opens the door for good communication. A lot of the conversations are beneficial because everyone can learn from each other (Zane, 2002).
Practice: Prioritize for yourself and for your...
Professional Recommendations Effective team leaders are the secret to effective teams. Through thorough research in the area of the qualities of effective team leaders, it was determined that proper communication, including listening, is an essential quality in a good team leader. Effective communication has to do with a lot of things, including providing feedback and constructive criticism as well as having the ability to receive it. Active listening skills are also
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