Human Resources What Balance of Term Paper

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Teams should be created that embrace a diversity of skills and workers from different areas of expertise, so there is no knowledge overlap, and thus less jockeying for position of who has the better qualifications within a certain field. If necessary, a clear leader should be established who understands the importance and the time table of the goal of the team. One problem with self-managed teams is that personality rather than goals can become the focus of team discussion. Because the goal is set externally, employees must become internally motivated to reach that goal. Having a clear leader selected beforehand, if the leader does indeed deserve his or her authority, may be a wise managerial move to limit grabs for power. If all members of the team are relatively similar in skills, however, giving the team more jurisdictions in selecting leadership roles might be considered.

The team must have a clear time frame for completing projects. The project, if lengthy, should have deadlines for certain phases, and regular meetings should be scheduled to check on the progress of different aspects of the program, being conducted by different team units. Daily contact through an Intranet between team members can further facilitate communication and keep members updated in case obstacles arise.

Define the term "managing diversity." List the challenges faced by HRD Managers of culturally diverse corporations? What are your recommendations for HRD professionals to face those challenges?

Diversity can be a challenge, as individuals coming from different backgrounds may have cultural worldviews that initially inhibit their ability to effectively communicate with one another.

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Creating a cohesive company mission and team dynamic may prove difficult at first. Also, minority or female employees may feel disenchanted with a company whose management and corporate culture is dominated by white males at the upper echelons. However, because employees that provide a unique cultural input can help the organization function more effectively in a global environment, companies should be eager to use diverse experiences to maximize productivity and insight. Sensitivity and diversity awareness for new hires is the first, obvious step for creating a company where diversity is seen as an asset. But it is only a first step in bringing a new hire into the company fold.

The company itself must show that it values diversity in its corporate mission statement, and through continued awareness that understanding diversity is a journey, not a destination. It must maintain diversity promotion programs, particularly mentoring programs of new minority and female employees by higher-level managers. Even simply portraying a diverse workforce in company literature is a positive step. Creating focus groups and dialogue between management and minority employees also shows that management is concerned about possibly overlooked grievances.

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