MBA student

1. Rift Valley University
Harar Campus
Individual Assignment
Instructor: Dr DebelaTezera
Prepared by: Iliyas Sufiyan Abdella
Department: MBA
ID. No.:0259
Course Tittle: Organizational Behavior
October 2022 G.C.

2. Table of contents
Pages
1. Discuss on individual differences, Personality, and Ability in details …………………. 1
1.1. What is personality and how is it influenced? …………………………………… 1
2. Define Perception, attribution, and what are the major challenges encountered in a
work place? Moreover, what managers should do to solve the problems? …………… 2
3. What is the benefit of studying organizational behavior? ………………………………… 3
4. Discuss on elements of OB and their effects on organization’s performance ……….. 4
5. Define motivation, theories of motivation and what activities should be done to
motivate employees in the organization? …………………………………………………….. 6
6. From your experience what are the major source of conflict and how managers try to
manage the conflict as a managers? ………………………………………………………….. 8
7. Discuss on the different conflict management strategies and their advantages and
dis advantages. …………………………………………………………………………………… 10
8. Define what a crisis is and how managers take action to manage the crises in a given
organization? …………………………………………………………………………………....... 14
9. What do you mean by diversity in working place? ……………………………………….. 15
10.How you mange diversity in your organization? ………………………………………….. 15
11. What attitude? What is the attitude of employees in your organization towards
building the image of your Organization’s performance …………………………………19
Reference ………………………………………………………………………………………….20
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3. 1. Discuss on individual differences, Personality, and Ability in details
Individual differencesare the ways in which people differ from each other. Every
member of an organization has its own way of behavior. It is important for managers
to understand individual differences because they influence the feelings, thoughts,
and behavior of employees. Individual differences can be divided into two categories:
 Personality differences and Capacity differences
1.1. What is personality and how is it influenced?
Personality refers to the relatively stable patterns in the thinking, feeling, and
behavior of a person. It is an important factor in explaining the behavior of people
within an organization and in the favorable or unfavorable attitude towards the job
and the organization.
Personality encompasses the relatively stable feelings, thoughts, and behavioral
patterns a person has. Our personality differentiates us from other people, and
understanding someone’s personality gives us clues about how that person is likely
to act and feel in a variety of situations. In order to effectively manage
organizational behavior, an understanding of different employees’ personalities is
helpful. Having this knowledge is also useful for placing people in jobs and
organizations.
If personality is stable, does this mean that it does not change? You probably
remember how you have changed and evolved as a result of your own life
experiences, attention you received in early childhood, the style of parenting you
were exposed to, successes and failures you had in high school, and other life
events. In fact, our personality changes over long periods of time.Although to some
the term personality refers to all aspects of a person's individuality, typical usage
divides the field into studies of ability and personality. Tests of ability are viewed as
maximal performance measures.
Ability is construed as the best one can do on a particular measure in a limited
time (speed test) or with unlimited time (power test).
Personality measures are estimates of average performance and typically include
reports of preferences and estimates of what one normally does and how one
perceives oneself and is perceived by others.
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4. The same procedures used to clarify the structure of cognitive abilities have been
applied to the question of identifying the domains of personality. Many of the early
and current personality inventories use self-descriptive questions (e.g., do you like
to go to lively parties; are you sometimes nervous) that are rationally or
theoretically relevant to some domain of interest for a particular investigator.
Although there is substantial consistency across inventories developed this way,
some of this agreement could be due to conceptually overlapping item pools. Other
researchers have advocated a lexical approach to the taxonomic problem, following
the basic assumption that words in the natural language describe all important
individual differences. This shifts the taxonomic question from how are individuals
similar and different from each other to how are the words used to describe
individuals (e.g., lively, talkative, nervous, anxious) similar and different from each
other.
2. Define Perception, attribution, and what are the major challenges
encountered in a work place? Moreover, what managers should do to
solve the problems?
The concepts of perception and attribution are things we encounter every day
without realizing it.
 Perception is simply defined as how a person sees the world around them and how
they interpret that information. It's a subconscious thing that the mind does and
is contingent on your ability to pay attention to your surroundings and your
existing knowledge.
 Perception in Organizational Behavior: - Perception in Organizational Behavior is
defined as the process by which an individual selects, organizes and interprets
stimuli into a meaningful and coherent picture of the world. Perception is an
intellectual process of transforming sensory stimuli to meaningful information. It
involves both recognizing environmental stimuli and actions in response to these
stimuli. It is a cognitive process by which people attend to incoming stimuli,
organize and interpret such stimuli into behavior.
 what are the major challenges encountered in a work place
Experts offer several causes of workplace conflict, including:
 Personality differences.
 Workplace behaviors regarded by some co-workers as irritating.
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5.  Unmet needs in the workplace.
 Perceived inequities of resources.
 Unclarified roles in the workplace.
 Competing job duties or poor implementation of a job description—for
example, placing a nonsupervisory employee in an unofficial position of
"supervising" another employee.
 A systemic circumstance such as a workforce slowdown, a merger or
acquisition, or a reduction in force.
 Mismanagement of organizational change and transition.
 Poor communication, including misunderstood remarks and comments
taken out of context.
 Differences over work methods or goals or differences in perspectives
attributable to age, sex or upbringing.
 What managers should do to solve the problems?
 Looking for more quick tools and process to make conflict an advantage in your
organization, check out this site: Conflict Management.
 Essential to conflict resolution are also what he calls the Four C's:
- Commitment - Culture
- Communication - Continuity
3. What is the benefit of studying organizational behavior?
 The study of organizational behavior gives insight on how employees behave and
perform in the workplace. It helps us develop an understanding of the aspects that
can motivate employees, increase their performance, and help organizations
establish a strong and trusting relationship with their employees.
 Knowledge of organizational behavior help managers to effectively and efficiently
manage their employees, inspiring and motivating them to higher efficiency and
productivity through a better understanding and analysis of human behavior.
 The study of organizationalbehavior helps in the better understanding of the
relationship between an organization and its employees thereby helping in the
development of better human resource strategies in creating a better work
environment, employee loyalty and increasing the overall value of the human
capital for the organization.
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6.  Motivating employees: Studying organizational behavior help managers to
better understand their employees and motivate them, applying different
motivational tools as per individual requirements resulting in the better
performance of the organization as a whole.
 Improving industrial/ labor relations: Organizational behavior help in
understanding the cause of a problem predict its future course and control its
consequences. As a result, managers are able to maintain better relations with
their employees by nipping any problem in the bud.
 Effective utilization of Human Resource: Knowledge of
organizationalbehavior help managers to effectively and efficiently manage their
employees, inspiring and motivating them to higher efficiency and productivity
through a better understanding and analysis of human behavior.
 Predicting human behavior: This is probably the most important reason for
studying organizationalbehavior in management. Knowledge of
organizationalbehavior prepares students to become better managers by becoming
a student of human behavior from a management perspective and thereby
contributing to organizationaleffectiveness and profitability
4. Discuss on elements of OB and their effects on organization’s performance
1) People 3) Technology
2) Structure 4) External Environment
a) People: In any organization, people are the platform for interaction and
behavior. Individuals and groups constitute people. Human behavior and action
identifies, recognizes and develops the interactive relations towards societal
attitudes and behaviors.
b) Structure:In every organization, there is a structure, which describes the
overall structure for roles, rules, relations, hierarchy, and authority.
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7. In addition, it also involves the grouping of jobs, assigning jobs within divisions
and units, and assigning workers tasks. Therefore, it influences behavior of
employees in an organization.
c) Technology:The process of converting input into output is called technology.
It provides the resources with which people work, as well as affecting their tasks.
Technology allows people to do more work in a more efficient manner.
Consequently, technology can also influence people’s behavior, so managing
technology is an important role for any organization.
d) External Environment:Every organization operates within an external and
internal environment. Within each organization are a number of resources, a
structure, culture, etc. The external environment consists of economics, politics,
sociocultural, and technology. The various factors influence one another in
complicated ways. Therefore, the environment becomes a key element in the
study of organizational behavior.
5. Define motivation, theories of motivation and what activities should be
done to motivate employees in the organization?
Motivationis one of the forces that lead to performance. Motivation is defined as the
desire to achieve a goal or a certain performance level, leading to goal-directed
behavior. When we refer to someone as being motivated, we mean that the person is
trying hard to accomplish a certain task. Motivation is clearly important if someone
is to perform well; however, it is not sufficient. Ability—or having the skills and
knowledge required to perform the job—is also important and is sometimes the key
determinant of effectiveness.
Finally, environmental factors such as having the resources, information, and
support one needs to perform well are critical to determine performance. At different
times, one of these three factors may be the key to high performance. For example,
for an employee sweeping the floor, motivation may be the most important factor
that determines performance. In contrast, even the most motivated individual would
not be able to successfully design a house without the necessary talent involved in
building quality homes. Being motivated is not the same as being a high performer
and is not the sole reason why people perform well, but it is nevertheless a key
influence over our performance level.
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8.  Motivational theory: refers to psychological models that attempt to discover
what motivates people based on their personality traits and ambitions.
Companies are interested in these theories as they can help them design
incentive strategies.
Ways to Motivate Employees
1) If you are looking for ways to motivate your employees at work, here are the 5
simple ways of making it work:
2) Employee motivation surveys: Use an online survey software or platform to
conduct employee motivation surveys.
3) Employee satisfaction surveys: Employee satisfaction depends on a ton of
factors such as work environment, infrastructure, roles and responsibilities,
etc. Conducting employee satisfaction surveys will help Managers understand
dissatisfaction factors and act on them.
4) Job well done- recognize it! Recognition helps create a healthy bond between
the employer and employees.
5) Focus on intrinsic rewards: Extrinsic rewards fade very quickly. Focus on
motivating your employees from within.
6) Autonomy not bureaucracy: Micromanagement is the worst thing you can do as
a manager. If you have hired people with certain skillset let them do their job,
be a facilitator, not a dictator.
7) Create an amazing work environment: Creating a good atmosphere will
motivate your staff.
8) Be a visionary: Lead with vision. Employees need to know their efforts are
driving something important. They need to know their destination and more
importantly the path that will take them there.
9) Solicit ideas and suggestions, act on them: Now that you have conducted
surveys, you have received feedback from your employees. Ensure that the
ideas, suggestions, grievances that they have put forth will look into and
addressed in a timely fashion.
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9. 10)Career-pathing: Having a career growth plan with clearly mentioned roles and
responsibilities is crucial to employees. Therefore, make sure that you sit down
with every employee and come up with a career plan that is transparent and
communicated clearly.
11)Provide flexibility: Not all employees are alike. Therefore, you should allow some
flexibility within reason and your employees will be happy and motivated.
6. From your experience what are the major source of conflict and how
managers try to manage the conflict as a managers?
Here are six common sources within an organization that may lead to interpersonal conflict:
1) Lack of role clarification
Conflict can emerge when it is unclear who is responsible for what task or what
part of a project. Clear job descriptions and expectations can reduce this
contributor to conflict.
2) Poor processes
Often poorly constructed processes and procedures can create conflict. To avoid
this pitfall, it is helpful to regularly review your procedures and policies to ensure
they support teamwork and collaboration.
3) Communication problems
This is a common contributor to conflict and can occur among all levels of staff.
Keeping communication channels open and having a culture where questions are
welcomed will go a long way in mitigating this contributor to conflict.
4) Lack of performance standards
When performance and quality standards are not clear, individuals quickly sort out
their own personal expectations around work quantity and quality. This can put
them at odds with others whose standards are different. Leadership and
management should be fair, clear, and consistent in articulating performance
standards.
5) Lack of resources
If employees have to compete for resources, whether it’s managerial support, tools,
equipment, or financial resources, the stage is set for competition and conflict.
Asking employees what’s needed and then providing it (if possible) will build a
spirit of collaboration rather than competition.
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10. 6) Unreasonable time constraints
Workplace conflict can occur when coworkers are not aware of the steps involved
and the time others need to complete their portion of a task or project. As a result,
they may expect more of each other than is reasonable. Taking time to consider job
design and cross-training employees can work to mitigate this contributor to
conflict.
How managers try to manage the conflict as a managers?
 Provide training.
Consider providing conflict-resolution training to employees so that they are
better equipped to resolve conflicts. Focus on effective communication and
problem-solving skills via role-playing and scenarios.
 Maintain open communication.
Provide multiple avenues for employees to report problems when they are
unable to resolve them on their own. Maintain an open-door policy and
encourage employees to come to you with any concerns. Additionally, check in
with employees regularly to see how they are doing.
 Improve teamwork.
While some conflict in the workplace is inevitable, you can take steps to help
reduce the likelihood of it turning into a problem. To help reduce conflict and
encourage collaboration among team members, clarify rules and expectations,
clearly define roles, and facilitate team-building activities.
 Know when to step in.
You may want to intervene before a conflict becomes toxic or potentially
damaging to the business. Two employees who refuse to talk to each other over
a work conflict can significantly hurt productivity and negatively impact other
employees.
Guidelines for Conducting Conflict-Resolution Meetings:
 Meet with the employees.
At the start of the meeting, explain that the goal is to resolve the dispute
between the employees. Set ground rules, such as allowing the other side to tell
their story without interruption.
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11. Encourage employees to view the situation from the other's perspective and to
make resolution the priority. During the meeting, be impartial and treat all
parties with respect.
 Ask employees to describe the conflict.
When eliciting the details of the conflict, ask employees to focus on the present
problem (not the person) and to identify their underlying concerns, feelings, and
needs. Once you have this basic information, frame the issues in neutral terms
and highlight areas where the employees agree.
 Ask employees to develop possible solutions.
When appropriate, encourage employees involved in the conflict to collaborate
on a solution. This can result in increased commitment from both sides. If
collaboration doesn't work, encourage employees to consider a compromise. In
some cases, the facilitator may need to identify a solution.
 Make a plan.
Once a solution has been identified, outline the actions required from each
party. If you are the facilitator, your role is to provide guidance, ask questions
to ensure the plan is effective and feasible, and document the plan.
 Monitor and evaluate.
After the meeting, follow up with both parties to monitor progress and evaluate
whether the plan has successfully resolved the conflict. If the plan wasn't
successful or created other conflicts, then identify and evaluate other possible
solutions.
7. Discuss on the different conflict management strategies and their
advantages and dis advantages.
The 5 'Cs' Approach to Conflict Resolution in the Workplace
Here's how you can improve your company's cohesion.Opinions expressed
by Entrepreneur contributors are their own.
We all face conflict at some point in our day, whether professionally and personally.
Conflict at work, while unfortunate, is to be expected. Everyone is different.
Differenceslead to conflict when individuals cannot agree. And because conflict is
inevitable, it's best to prepare so that we can handle ourselves when disputes arise.
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12. Here are the five ways to approach conflict in the workplace.
2) Carefully listen.
Every conflict has sides. Before deciding how to resolve a conflict, make sure to
listen carefully to what each party is saying. Careful listening is one of the best
ways to handle conflict as it allows you to validate others' ideas and let them
know that they are being heard, regardless of whether you agree or not.
Let both sides present their ideas. Make sure that one group doesn't interrupt
the other, reserving comments during this phase. This presentation of ideas isn't
about establishing whose argument is better, but about carefully listening to
each side. Perhaps these seemingly opposing ideas can be combined for a more
effective outcome — but you and your team won't know it unless everyone learns
to listen carefully to each other.
3) Considerately look at the situation.
When conflicts arise, emotions and anxieties are heightened. To avoid worsening
the situation, make sure that your teams learn to understand each other, even
when they don't agree.
Part of being able to listen carefully is being able to understand and accept
others' ideas. Remember that you're not always right, and your ideas aren't
necessarily the best. Remind your team of this, as well, as you mediate the
conflict.
Careful thought and consideration are important. After having your team listen
to each other, give them time to consider what they have said. Have them
summarize their points of agreement and disagreement and ask them to work
together on a compromise. Keep an open mind, and make sure that your team
members keep their minds open to others' opinions and ideas.
4) Calmly discuss the conflicting perspectives.
How we respond to conflict can intensify tension. Conflicts worsen when the
arguing parties become emotional, and the argument becomes personal. The
best way to handle conflict is to stay calm: Calmer minds produce clearer ideas.
Keep yourself and your team calm.
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13. Avoid showing signs that you agree with one group and not another. Show your
team that you can keep calm and reasonable. Insist all parties talk to each other
in a relaxed and civil manner. Don't let emotions overwhelm the situation by
making sure no one shouts, makes offensive comments, or blames.
5) Conscientiously look at the facts.
Be sure you have all the facts before making any decisions to resolve a conflict.
Clarify the points first, taking into consideration each person's different
perspectives. For instance, if a conflict arises while the team is deciding how to
solve a problem, try to identify what each team member perceives as the
problem. Different perspectives on the same problem will lead everyone to
consider different solutions. Let everyone present their ideas without
interruption so that you can all get the relevant facts you need to make an
informed decision. As with careful listening and consideration, be sure to listen
to each person and consider the facts they present. Be thorough in your
investigation.
6) Cooperatively work together.
All four C's should help your team to work together in resolving the conflict.
With each of these tips, you're focusing your team on addressing the shared
problem instead of attacking each other's personality. Because you and your
team carefully listened, considerately looked at the situation, calmly discussed
perspectives and conscientiously looked at the facts, you can all cooperate
despite initial disagreement.
Advantages and Disadvantages of Conflict
Conflict can arise in all aspects of life—both personal and professional.
It can negatively impact relationships and productivity among other things when not
approached properly. On the flip side however, conflict has its advantages in that it
can break things open and foster open communication that can help solve problems
more quickly and improve interaction.
 Improved Problem Solving
Openly addressing conflict and discussing opposing views can offer many benefits
in regard to problem-solving.
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14. When everyone expresses her own desires, objections and concerns, it allows the
group to come up with the best solution possible that takes into account all sides
of the issue and everyone involved.
Embracing conflict can also lead to a faster solutions—avoiding it just prolongs
tension and delays decisions and purposeful action. It encourages creativity in
finding an answer.
 Improved Relationships
When handled properly, conflict can improve the strength of relationships—both
personal and professional. Openly discussing differences in opinions allows people
to appreciate and benefit from opposing points of view. It also opens the lines for
better communication down the line the next time conflict arises. Expressing
conflict also helps people understand each other better—their experiences, points
of view, values and what is important to them.
 Decreased Productivity
One disadvantage—decreased productivity—can have serious consequences for a
business. Conflict can drain people of motivation and even put projects at a
complete impasse until the problem gets resolved.
The stresses of unresolved problems can affect people’s ability to work. Conflict
can affect the working environment and relationships between people who rely on
each other to get certain tasks done.
 Low Morale
Unresolved or poorly handled conflicts can lead to low morale in business and any
other type of organization. Conflicts lead to a host of problems affecting morale
like fighting, people feeling like they are not being heard, problems not being
properly addressed, resentments and a sense of hopelessness regarding
improvement of the situation.
 Apathy and Abandonment
Unresolved, festering conflicts can generate feelings of apathy. If people feel a
problem cannot be solved, they might just give up on it completely.
They no longer want to invest energy in caring and worrying about something if
they believe it is beyond repair. People will not take an interest in hashing it out
and listening to other perspectives.
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15.  Conflicts Advantages
The only way to avoid conflict in a typical organization is to avoid opportunities for
growth, improvement or expansion. As top managers formulate strategies, it is
natural for them to identify and debate different visions and approaches to achieve
goals. Conflict in conversations and work team interaction contributes to greater
innovation and creative development.
Positive conflict that arises in the course of work team conversations also
indicates that your business environment fosters diverse perspectives. As
employees put forth and debate the merits of various ideas, they negotiate through
conflicts to come to the best resolutions.
 Conflict Disadvantages
The drawbacks of conflict often stem from an organizational culture or worker
mentality that prevents successful resolution. Heated conflicts that become
personal cause stressful working relationships. It is problematic when employees
on a team don't like each other.
Personal conflicts in work teams get in the way of collaborative communication,
and the stress can distract each worker from carrying out his role optimally.
Conflicts also are time-consuming and costly for companies. Some managers
spend the majority of their time resolving conflicts, according to the Business
Performance Improvement Resource. Conflicts contribute to about half of
resignations, according to BPIR. Turnover resulting from conflicts is costly, as the
companies have to recruit, hire and train new employees. In addition, there is lost
knowledge that leaves with the resigning worker. In some industries, the costs of
replacing a single worker exceed the annual salary for the position.
8. Define what a crisis is and how managers take action to manage the crises
in a given organization?
A crisis is an unforeseen event that causes restlessness among the people of an
organization. Different types of crises can happen to an organization, all of which
require adept management to keep the company working toward its goals.
Understanding crises and how to resolve them can help your organization prepare for
any type of situation. In this article, we discuss various workplace crises and how to
resolve them and move forward.
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16. A crisis is a sudden and unplanned event that results in the instability of an
organization and can be caused by internal or external factors. To prevent serious
damage to your company, it is important to address the factors that instigated the
crisis and prevent further escalation
Types of crisis are:
- Financial crisis - Organizational crisis
- Technological crisis - Natural crisis
- Personnel crisis - Confrontational crisis
How managers take action to manage the crises in a given organization?
- Identify risks. - Define messages to transmit.
- Define an action plan. - Make space for crisis management.
- Establish a crisis unit. - Stay positive
- Designate and train a spokesperson.
9. What do we mean by diversity in the workplace?
Diversity in the workplace refers to an organization that intentionally employs a
workforce comprised of individuals with a range of characteristics, such as gender,
religion, race, age, ethnicity, sexual orientation, education, and other attributes.
Diversity in the workplace leads to a plethora of benefits - both from an internal and
external perspective. However, that doesn’t mean implementing diversity initiatives
at work isn’t without its unique set of challenges. We’ll review both sides of the
equation in the sections below.
10. How you mange diversity in your organization?
 7 Steps to Effective Diversity Management
Not many companies or their executives have acted on the management of
diversity. Worldwide, several organizations struggle to recognize the value of
organizational diversity. And it reflects in their management style. Many have
taken it as a trend and sidelined the cultural and social benefits to the work
culture. Understandably, managing diversity and inclusion could be tricky. HR
management and business leaders must develop policies and strategies that do
not make their diversity management shallow but successful.
Before we walk you through the practical steps to diversity management, let's
understand workplace diversity and diversity management briefly.
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17.  What are Workplace Diversity and Diversity Management?
Diversity in the workplace is a method of creating a diverse environment in
which individuals' diverse talents, cultural experiences, and backgrounds are
respected. People's diverse viewpoints are influenced by several characteristics,
including age, race, gender, disability, and language, and religion, identification
of origin, intersex status, life phases, education, and sexual preferences.
Diversity management is the organization's structured and designed
responsibility to hire, compensate, encourage, and maintain a diverse workforce
with inclusivity and blend the individuals' unique cultural characteristics for
the greater well.
The key importance of diversity management is as follows.
 Diversity leads to economically stimulating employer-employee relationships.
 Diversity leads to creating and establishing positive consumer connections.
 Diversity promotes ingenuity, imagination, and versatility in an organization's
functioning.
 Diversity helps in stabilizing balanced corporate growth and economic benefit.
Here are the 7 Steps to Effective Diversity Management
1. Effective Communication
To keep a diverse workforce engaging and all the members on the same page, it is
vital to building effective communications at all levels. HR management must
emphasize communication, take feedback, and use the data to create inclusivity
and a positive work environment.
Ensure that staff understands the practices, processes, guidelines on security,
and other related details. Emphasize overcoming cultural and linguistic
challenges. If necessary, have translated critical materials, such as security
information. Use warning signs with photographs and icons to make everyone
understand.
2. Equality
Treat every member of the organization with equality and respect.
Stop stereotypical assumptions that are both positive and negative. Please don't
make assumptions based on their cultural background or class. Keep your
prejudices aside. React promptly and firmly to biases or stereotypes by workers.
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18. Know that you are prohibiting discrimination in your laws. Encourage staff to
consider peers as individuals and evaluate them for their work rather than on
personal considerations. Often our unconscious biases and beliefs could make us
misread a situation. Therefore the management must be sincere and mindful
about it.
3. Encourage Diverse Teams
Encourage the uniqueness of your diverse workforce by making them work in
diverse teams. Diverse working teams encourage workers to get to know each
other and respect each other. Diverse groups also extend the team's viewpoints
and beliefs and appreciate the strength of their shared abilities and insights. This
is the beauty and power of having a diverse workforce and organizations must
take advantage of it. And it all starts with inclusivity and giving members equal
opportunities, and working together in diverse teams.
4. Maintain Transparent Policies
Confirm that your equality documentation, including hiring, payment, and
promotions, is included in all of your staff policies. The employee manual should
concentrate on diversity and address the following:
 The code of conduct must outline the company's diversity agenda.
 The communication strategy should detail non-discriminatory communication.
 A policy of non-discrimination for people to understand the regulation and
understand what is not allowed.
 Policies on wages and incentives.
 Regulation on unemployment and cessation on behavioral grounds.
5. Sensitivity Training
If your organization is new to workplace diversity, it is your responsibility to give
them the proper training. The old employees may be reluctant to follow the new
norms since they are used to a homogeneous culture.
Invest in sensitivity training and imbibe a culture of respect and equality. You
may also provide online awareness training to understand the dos and don'ts of
heterogeneous work culture. The activity could focus on:
 How to respect different opinions?
 How to react when people are offensive?
 How to be open-minded and adapt to beliefs that are different from them?
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19. 6. Leadership
Workplace diversity can succeed if the company's top management takes up a
collective goal. The organization's leaders are responsible for policy formulation.
Based on that, they can promote or eliminate workplace diversity depending on the
policies they make. If the management does not display a contribution to action,
the diversity initiative is significantly limited.
7. Hiring
According to a Glass door report, 67% of job seekers said a diverse workforce was relevant
when assessing employment offers, and 57% felt their employers should be more diverse.
Hiring diverse labor pools fill jobs quicker with skilled applicants. A variable workforce also
helps their employer brands achieve the right talent.
Therefore, it is crucial to hire and recruit talent from diverse cultures to create a diverse
workplace. It includes leadership and those who make choices on interviewing and testing
expertise to address prejudice. Companies should transcend their biases and employ the
most skilled individuals; those with the right qualifications, credentials, knowledge, and
abilities can create a diverse workplace.
11. What attitude? What is the attitude of employees in your organization
towards building the image of your Organization’s performance
The importance of attitude in understanding psychological phenomenon was given
formal recognition early in the history of social psychology. From the time of the
concept’s entry in to the language of psychology until now, interest in attitude has
been strong and growing. However, over the years attitudes have been studied with
differing emphasis and methods. It is necessary to be precise in defining attitudes,
because the variety of published definitions and descriptions is almost endless.
Attitude may be defined in two ways, Conceptual and Operational. There is quite a
difference in the conceptual definition of the term attitude, and divergent points of
view regarding the concept of attitude have developed. “Attitude is a mental and neural
state of readiness organized through experience, exerting a directive or dynamic
influence upon the individual’s response to all objects and situations with which it is related”.
The term job satisfaction to an individual’s general attitude towards his or her job. A
person with a high level of job satisfaction holds positive attitudes about their job,
while a person who is dissatisfied with his or her job holds negative attitudes about
the job. When people speak of employee attitudes, more often mean job satisfaction.
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20. Determinants of Job Satisfaction:While analyzing various determinants of job
satisfaction, we have to keep in mind that all individuals do not receive the same
degree of satisfaction though they perform the same job in the same job environment
and at the same time. Therefore, it appears that besides the nature of job and job
environment, there are individual variables which affect job satisfaction. Thus all
those factors which provide a fit among individual variables, nature of job and
situational variables determine the degree of job satisfaction. Effect of Job
Satisfaction: Job satisfaction has a variety of effects. The effects may be seen in the
context of an individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health: The degree of job satisfaction affects an individual’s
physical and mental health. Since, job satisfaction is a typed of mental feeling, its
favorableness or unfavourableness affects the individual psychologically which for
example, “Lawler” has pointed out that drug abuse, alcoholism, and mental and
physical health results from psychologically harmful jobs.
Improving Job Satisfaction:Job satisfaction plays a significant role in the
organization. Therefore, Managers should take concrete steps to improve the level of
job satisfaction. These steps may be in the form of job re-designing to make the job
more interesting and challenging, improving quality of work life, linking rewards with
performance, and improving overall organizational climate.
Job Involvement:The term job involvement is a more recent addition to the OB
literature while there isn’t complete agreement over what the tem means. A workable
definition states that job involvement measures the degree to which a person identifies
him with his or her job and considers his or her perceived performance level important
to self-worth. Employees with a high level of job involvement strongly identify with and
really care about the kind of work they do.
Organizational Commitment:The third job attitude is organizational commitment,
which is defined as a state in which an employee identifies with a particular
organization and its goals, and wishes to maintain membership in the organization.
So, high job involvement means identifying with one’s specific job, while high
organizational commitment means identifying with one’s employing organization.
Attitudes and Consistency: Research has generally concluded that people seek
consistency among their attitudes and between their attitudes and their behavior.
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