Resolving Organizational Culture Issues
Situational Overview and Background of the Issues
The organisation consists of 43 employees managed by a management team of 3 males in their middle 60s: a Director, General Manager, and National Sales Manager. The average age of the employees is 30, and only 3 of the employees are female. The 3 managers all adhere to very outdated authoritarian management styles and communication patterns, routinely resorting to verbal abuse and screaming. The managers maintain very high expectations; meanwhile, they pay their employees less than is standard within their industry. Female employees are paid even less for doing the same jobs as their male counterparts and they receive less respect and deference than male colleagues in identical positions. The management team spends a large percentage of company profits, partly because they adamantly refuse to adopt newer technologies that have already become standard in contemporary business organisations as well as in their industry. In general, the organisation's personnel do not respect the managers and this is reflected in an unusually high turnover rate.
The Impact of Diversity Issues
Age and Generational Profiles
The three managers are products of an era in modern business in which authoritarian management styles and communications patterns that are considered professionally inappropriate and unacceptable by contemporary societal and vocational standards (George & Jones, 2008). The interpersonal dynamic that characterizes the workplace consist nearly exclusively of instructions and directions issued as orders and without any meaningful bi-directional input in any form. The managers typically chastise personnel in any situation where guidance or correction is required, including situations in which the employee involved could not reasonably have been expected to do anything differently or in which the employee made a perfectly reasonably first attempt at an unfamiliar task. As a result, a culture of fear and mistrust permeates the organization in which personnel do not communicate openly with or seek guidance from management.
Initiative is ignored and more often provokes anger and rebukes such as "just do as you're told" than any appreciation or acknowledgement. As a result, personnel follow instructions and procedures that are inefficient, outdated, and that waste time and increase overhead costs unnecessarily. On a regular basis, the refusal by management to incorporate digital functions and other processes that have already become standard in contemporary business have cost the organisation business relationships with prospective customers. While they never expressly indicated their reasons for terminating their inquiries, on several occasions, representatives from prospective customers expressed surprise that the organization still relies heavily on fax machines, for one example.
Gender
The three female employees endure significantly worse treatment by management than their male counterparts. All three managers regularly employ pejorative sexist terminology, such as addressing female personnel by the terms "honey" and "sweetheart." In any situation involving the delegation of supervisory authority or responsibility, management invariably prefers male employees, ignoring any requests by female employees to be considered for projects or other responsibilities. The female personnel are instructed to submit their work to male colleagues for review before submitting them to management, even where the respective female employee is more experienced than the male employee. The three female employees all receive less compensation than their male colleagues occupying identical positions and fulfilling the same responsibilities.
Spiritual Orientation
The three managers make occasional references to "good Christian" values and sometimes compliment staff members on trinkets or jewelry with apparent Christian identity; they also sometimes make references to the fact that the Director and General Manager are members of the same church, such as in connection with work-related conversations they have over the weekend. Meanwhile, the management, communication, and interpersonal styles of the managers are antithetical to even the most secular conceptual approaches to so-called "Christian" ideals. They neither express nor manifest any respect for others; and they violate fundamental and foundational Christian concepts such as "do unto others." They make decisions and exercise their authority to change elements of the office environment without any explanation or apparent need, even where those arbitrary decisions cause significant annoyance and ultimately interfere with operational productivity.
To the staff, those types of decisions, such as to reassign work stations and to order restructured working teams without any justification or explanation, appear to be nothing more than deliberate attempts to demonstrate authority by its exercise and even outright malice. As a result, employees are guarded about expressing any preferences because they believe management will exploit any apparent opportunity to cause instability and to prevent employees from becoming "too comfortable" in the office....
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