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Making Differences Matter: A New Paradigm for Managing Diversity

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The Discrimination-and-Fairness Paradigm

Even then, successful hiring is often a very intuitive act and involves some degree of risk. As a means of giving some structure and design to the staffing process, the following guidelines are useful dark, Each job interview should be characterized by: 1. A clear definition of the purpose of the interview 2. The presence of a structure or general plan 3. The use of the interaction as a learning experience in a pleasant and stimulating atmosphere 4. The creation and maintenance of rapport between the interviewer and interviewee 5. The establishment of mutual confidence 6.

Respect for the interviewee's interest and individuality by the interviewer 7. An effort to put the interviewee at ease 8. The establishment and maintenance of good communication 9. The willingness to treat what is being said in proper perspective The just treatment of each interviewee Staff Orientation This is the process of formally introducing the selected individual to the particular unit, to colleagues, and to the organization. The selected person should be aware of the mission and objectives of the unit, the nature of responsibilities and level of authority, the degree of accountability, and the systems and procedures followed to accomplish the tasks associated with the job.

A motivated individual will simply ask for such things as personnel manuals, administrative procedures handbooks, and aims and objectives statements. Such orientation tools should be available. Directing At one time there was a management emphasis on "directing" in the directorial autocratic sense, but in recent times, the concept of directing has become more congruent with leading than with pushing. Thus today, directing is more related to leading and leadership styles.

Leadership in this context means the process whereby a work environment is created in which people can do their best work and feel a proprietary interest in producing a quality product or service. McGregor proposed that managers might assume that employees are motivated in one of two ways.

Three Dimensional Leadership Effectiveness - Achieving Success at Every Level

His dichotomy was labelled theory X and theory Y. Theory X relates to traditional management whereby managers assume that they must control, coerce, and threaten in order to motivate employees. Theory Y, the opposite of theory X, suggests that employees want to do challenging work, that they are interested in accepting responsibility, and that they are basically creative and want to be involved in policy development and objective setting.

Today, theories X and Y don't really sound very revolutionary; the problem is that management styles and employee motivation do not fit easily into two theoretical labels. As a result, additional theoretical labels e. Coordinating This important stage consists of interrelating the various parts of the work. It involves coordinating the various job roles and responsibilities of yourself and other staff, of your unit and other units within the same organization, and of your unit with the broader community.

There are two forms of coordination: 1 vertical reporting to your supervisor s and to your staff, and 2 horizontal reporting to your colleagues and your management team. Adult and extension educators are usually involved in very complex organizations such as governments, colleges and universities, and boards of education. Because of the size of the organization, the increasing demands for public accountability, the many government regulations and policies, the increasing competition among providers of adult education opportunities, and the changes in technology, it is essential that the coordinating role be given top priority.

How, then, can effective coordination be accomplished? Because effective coordination requires cooperation and communication, the meeting technique is still the most effective format for assuring the interrelationships among the various job responsibilities. In recent years, formal systems of community coordination of adult and extension education activities have been developed.

What is Positive Organizational Psychology? (Incl. Definition)

Such councils of continuing education provide more than just a network of workers but in fact lead to discussions of community needs, agency priorities, and an agreement as to who is going to look after what. Such voluntary coordination does not eliminate competition; it focuses on the multiway flow of information. Reporting This function, closely related to the coordinating function, consists of keeping those to whom you are responsible informed as to what is going on. It is essential that competent managers keep the information flowing, especially in this age when there is so much information being transmitted in so many forms.

The Success Paradigm

The reporting function is more than preparing an annual report, quoting statistics, and informing your staff of current developments. The reporting function is almost an evaluation function since it compares how you are doing with what you set out to do. It reviews your objectives and determines to what extent you are meeting your objectives. It consists of more than course numbers or annual statistics, but relates programme direction, policy changes, refinement in objectives, and changes in structures and priorities.

It also uses the vertical and horizontal flows of information as presented previously.

One of the key elements of the reporting function is the annual report. Such a report gives you the opportunity to summarize programmes, projects, and activities and to provide statistics as well. Such a report can be used as a public information document by having it distributed to other adult education agencies in the community, to your senior levels of management, to your own managers, to your colleagues, and to the press.

The success paradigm : creating organizational effectiveness through quality and strategy

In addition, it will prove to be a valuable document to satisfy the requests you receive asking about your programme activities. Budgeting This management function includes fiscal planning, accounting and revenue, and expense controls. Budgeting requires specific planning, a thorough understanding of objectives and future programmes, a sixth sense of economic conditions and realities, and a hunch for predicting the unpredictable.

In many cases, an organization specifies the budget system being used. It could be based on 1 historical data what you had last year with variations for the coming year ; 2 0-based data where the budget is created and justified on a line-item basis according to programmes and priorities; 3 an MBO system - management by objectives whereby specific objectives are funded; and 4 a PERT system - programme review and evaluation technique - where each programme is reviewed and assessed according to its contribution to specific goals.

These are only a few of the budgeting systems in use. The budget then becomes a guide which, however, may always be in a state of change. The budget process is not in a vertical something that one does only once a year; it is a continual process of regular review and possible revision.

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One should always be checking to see how one is doing compared with how one anticipated doing. In this way, one can get a picture of the predominant types of management modes currently being used. While this may be useful in describing what is, it could be even more useful in describing what could be. It is also useful in providing some clues as to possible areas of role conflict - the scholarly research model would likely collide with the competent practitioner model Waldron, a.

Structure is the basis for many modern business organizations because we live in a structured society, although the concept of structural rigidity and hierarchy is now being challenged by a more educated, creative, and intrinsically motivated workforce. The structural approach shows graphically that the organization has a distinct physical shape or form provided by an internal form. A competent manager in this system is able to solve problems, to figure out what needs to be done, and then enlist whatever support is needed to get it done.

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This approach is favoured by traditional, hierarchical, job-specific, uncreative organizations. A more organic management method is based on paradigms. It connotes a pattern or structure that is dynamic, changeable, and responsive to the environment Waldron, The most dramatic illustration of a paradigm shift was the shift from the Ptolemaic theory, which saw the earth as the centre of the universe, to the Copernican theory, which saw the sun as the centre of the universe.

A paradigm shift results in a total restructuring in the ways we think about a situation and the kinds of assumptions we make about former observations.