ORGANIZATIONAL BEHAVIOR                                1
ORGANIZATIONAL BEHAVIOR                                3
ROLE OF ORGANIZATIONAL BEHAVIOR IN MANAGING DIVERSITY IN WORKPLACE
Table of Contents
Introduction    3
Concept of Organizational Behavior    3
Managerial Decision-Making in Organizational Behavior    4
Concept of Workplace Diversity    4
Theories of Workplace Diversity    5
Benefits of Workplace Diversity    6
Ba
iers to Effective Decision-Making in Managing Workplace Diversity    7
Impact of Employee Motivation on Workplace Diversity    8
Implementation of Strategies for Employee Motivation    9
Organizational Communication and its Impact on Organizational Diversity    12
Leadership and its Relationship in Managing Workplace Diversity    13
Behavioral Approaches to Leadership    14
Impact of Organizational Power and Politics in Managing Workplace Diversity    15
Conclusion    16
References    17
Introduction
Organizational Behavior determines the ways, an organization functions and the success of the organization. Diversity ensures that the organizational behavior from employees is varied due to the person’s up
inging, their culture, their host culture and their personality. The management’s role in handling this diversity and behavior will lead to determining how the organizational culture is formed. This culture is integral to the organization’s success and the achievement of their goals. The organizational culture sets a precedent on how employee’s act and interact, this is why it is important to understand how the organizational behavior is related to management of diversity.
Concept of Organizational Behavior
Organizational behavior is the understanding of how employees in a particular organization behave. The behavior is analyzed as an individual level, it can be analyzed at a group level and it is also analyzed at an organizational level. Some examples of organizational behavior include openness to change, being proactive and self-monitoring. The understanding of organizational behavior allows the management to have a view of how the organization acts as a whole.
It allows the management to understand what behaviors can be inculcated in order to improve the organization’s outcome and to achieve their goals. The elements of Organizational Behavior are People, Technology, External Environment and Structure. These elements play a major role in determining what organizational behavior is going to be like. The people and their diversity have a lot of impact on organizational behavior. The more diverse the employees, the more it affects the organizational behavior and organizational culture.
Managerial Decision-Making in Organizational Behavior
Organizations bear a resemblance to political entities. The organizational behavior often tends to have a political undertone to it. Departments with power tend to have more control in the organization. The manager's decision to allot resources furthers this power dynamic and often determines the dynamics of the employees in the organization. Resources allocation is one of the major managerial resources that influence the organizational behavior.
Along with resources, departments that are given activities and tasks also hold power. The departments with the major activities also determine the organizational behavior. As often, departments, which have employees with more important job activities and operations, tend to act differently. These simple decisions by the manager on resource allocation and strategic tasks tend to determine the power hierarchy in the organization (Ng & Sears, 2020).
This power hierarchy determines the organizational behavior. As it determines the structure, in which the organization operates, it determines the environment and technology that employees have access to and it dictates the ways, the people are and the perception they have of their role in the organization. These factors determine how they behave, how they interact and what the behavior is from an organizational scale. This shows how managerial decisions have an impact on organizational behavior.
Concept of Workplace Diversity
The concept of workplace diversity is when a workplace is composed of employees who come are of different sex, gender identities, race, ethnicity and varying sexual orientation. Organizations with workplace diversity can be termed for organizations that have employees from varied backgrounds, characteristics and experiences (Powell & Tilt, 2017). The characteristics include race, ethnicity, gender, age, sexual orientation, disabilities, religions, political beliefs, education, socioeconomic background, geographical orientation, language, culture and military service.
The workplace diversity has slowly become a necessity in today’s economic climate. Globalization has ensured that the company can sell their products all over the world and reach consumers from varied backgrounds as well. The diversified workforce ensures that products are able to be made that are appealing to the varied consumer audience. McKinsey Research indicated that racially and ethnically diverse companies outperform other organizations in the same field by 35 percent. Glassdoor also did a research where 67 percent of employees said a diverse workforce is important to them when accepting job offers.
Theories of Workplace Diversity
The first theory is the model of Organizational Behavior. There are two parts of the model; the first part is the recognition of inputs and outcomes of the organization. The organization receives many inputs such as capital, raw materials, labor, government support etc. The organizational outcomes include the goal attainment, organization performance and effectively and the performance and effectiveness of the individual at their job.
The system is dynamic as there is a constant state of flux of inputs and transforming the inputs into finished goods and services. The second part of the model is the organization and it is
oken down into building blocks (Erjavec et al., 2018). The first building block is the employees. The organization is a collection of individuals and groups. The members are diverse and
ing different contributions to the team. The second building block is tasks and technology. Technology is the actual design of jobs and the tools and techniques used in the organization.
The third build blocking is the organization design. This outlines the structure of the organization and the way, employees coordinate in order for tasks to be completed. The fourth building is the organizational processes. The processes such as leadership, communication, decision making, power and politics determines how the interpersonal relations within the workplace occur and influence organizational performance. The fifth building block is management. Thus, the tie between the blocks and is key to how the blocks interact with each other.
The second theory of diversity is Cognitive Diversity Hypothesis. This hypothesis suggests that there are multiple perspectives that will stem from the cultural differences. These cultural differences will ensure that the employees can come up with solutions that will be innovative and can solve the problem with ease.
The third theory is the Similarity-Attraction Paradigm is based on the idea that individuals have preferences to interact with people who are similar to them. This includes people from the same gender, same sexual orientation and same cultural background. This preference can lead to group conflict and negative outcomes for the organization.
The fourth theory is Justification-Suppression Model, which explains the conditions that are needed in order for individuals to act on their prejudices that may have about a particular culture.
Benefits of Workplace Diversity
The benefits of Workplace Diversity are—
The first is the varied perspectives. This leads to different perspectives and a ton of ideas to handle the job in varied ways. This improves creativity and efficiency. It also gives more insight into the diverse audience. It helps to design and produce products that are able to appeal to a larger audience.
The second is increased creativity. The heterogeneous groups help to
ing different viewpoints to the table. This helps when the organization is opening in new markets across the world. The diversity caused creativity allows the organization to design products that are suited for that cultural region.
The third is increased productivity....