malysis and Diversity Diversity of a group impacts the results of the group\'s i
ID: 369141 • Letter: M
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malysis and Diversity Diversity of a group impacts the results of the group's interactions. You read about diversity in the HBR journal article and now have an opportunity to apply these concepts. Scenario nstructions Summary: View the rubric below for full details. Read the following introduction and then view the scenario regarding the Chicago meeting Work at the KAPResources Consulting Firm (a human resources consulting company) has recently had some major expansions overseas. The move for these offices involved relocating 25 families each to Spain and Hong as hiring getting these groups at these two new locations to work together. So, during the annual managers' meeting in Chicago, top management asked Tom Sunderland to head up a task force of the following managers 50 loca l employees at each of these two locations. Top management was concemed about the transition and Carla Baskil from Puerto Rico . Tom Sunderland from New York (Leader) .Stephen Metzger from Los Angeles Joy Hanu from Hong Kong Drew Arnatti from Chicago They were tasked with meeting to discuss their recommendations based upon these changes in order to create a more cohesive office in these two locations Checklist . Descrbe the critical analysis utilized by the team members . Explain the benefits of diversity that are illustrated in the team's nteraction . Explain how this diversity might benefit the team's ultimate recommendations to create a more cohesive office in Spain and Hong Kong You response should be in the form of a 2-3 page paper with an additional tithe and reference APA format and citation style with correct speling and grammar Access the rubric. page, in current editionExplanation / Answer
Relocating 25 families to Spain and Hong Kong
Information based on the following about employees can help build teams
Team members may have varied kinds of work styles: logical, analytical, data oriented; organized, plan-focused, and, detail-oriented; supportive, expressive, and, emotionally oriented; strategic, integrative, and, idea-oriented. These members bring in something to the project - meeting deadlines, building relationships, or, not spending beyond the budget for the project. Coaching them will also depend on their work-style. These are recruited based on their work-style.
Emotional intelligence, core values, and, high degree of communication add to performance of work-style based teams. This has been observed by Google based on data from teams. Levels of curiosity, emotional stability, and, interpersonal sensitivity build cohesive teams. Data is based on 133 factory teams. Teams are more cohesive when members work as different functions of the same organism. Their personalities impact information sharing, cooperation, and, shared cognition. Team members are selected based on functional and psychological roles they may play in the team. Psychological roles may differ on whether team members are pragmatic; innovative, and, disruptive thinkers; process and rule followers; relationship focused and results oriented; or, process oriented.
Diversity – gender or racial, has led to a broader horizon of thinking amongst employees and has also brought in greater problem solving skills. Diversity is not only in the form of the assertion that discrimination is wrong, both morally and legally, but there is more to it, increase in organizational effectiveness. It lifts morale, brings greater access to new segments of the marketplace, and, enhances productivity. Employee diversity is good for business.
In numerous studies, diversity — both inherent, for instance, race & gender or acquired, whether experience or cultural background — is associated with business success. Stating a case, 2009 analysis of 506 companies found that firms with more racial or gender diversity had more customers, more sales revenue, and greater profits. Also, a 2016 analysis of more than 20,000 firms in 91 countries found that companies with more female executives were more profitable. In a 2011 study management teams exhibiting a wider range of educational and work backgrounds produced more-innovative products. These are mere correlations, but laboratory experiments have also shown the direct effect of diversity on team performance. In a 2006 study of mock juries, for instance, when black people were added to the jury, white jurors processed the case facts more carefully and deliberated more effectively.
Striving to increase workplace diversity is not an empty slogan — it is a good business decision. A 2015 McKinsey report on data from 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.
Kim Christfort, Deloitte MD, has brought in diversity into the firm by having the HR hire to build teams with differing personality styles. The classification system at Deloitte capitalizes on cognitive diversity of employees by opting for the team members based on personality styles. She has also published this in an article, co-authored with Suzanne M. Johnson Vickberg – Pioneers, Drivers, Integrators, and, Guardians. These work-styles build a common language for the team-members and make the teams cohesive.
Reduction in geographical distance also reduces the degree of social distance. Emotional connection between employees helps the team. This brings in a higher degree of effectiveness to interactions. It is important thus to build teams that work at the same location even if global teams work on projects. Sending teams to Spain and Hong Kong will reduce the social distance and bring in better results.
Structure and the Perception of Power
In the context of global teams, the structural factors determining social distance for teams are the location and number of sites where team members are based and the number of employees who work at each site.
The fundamental issue here is the perception of power. If most team members are located in one city or country, for instance, with two or three in other cities, there may be a sense that the ones where the majority of team members work have more power. This imbalance does set up a negative dynamic. People in the larger group may feel resentment toward the minority group, believing that the latter will try to get away with contributing less than its fair share. Meanwhile, those in the minority group may believe that the majority is usurping what little power and voice they have. It is important thus to structure the teams in a manner that the ones being sent to Hong Kong and Spain are perceived as the ones with power for taking decisions.
References
(Winsborough & Chamarro-Premuzic, 2017)
(Tate, 2015)
(Rock & Grant, 2016)
(M & Vickberg, 2017)
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