Kritchaphat Kaewbunjerdkit, S3776219
BUSM4176
– What does it mean to be an effective manager in a diverse workforce? –
16 August 2019
Managing a diverse workforce has now become part of significant roles in management.
Holistic perspective of worker includes race, behaviour, culture, gender, capability and even
sexual orientation are all considered. Most companies are likely to adapt and prepare
themselves to engage changes while interpreting intergenerational diversity as a main focus.
Being an ideal manager is not just about controlling people, but indeed operates the
organisation in a way that more effectively and perpetually with regard to collaborating and
understanding others. The advent of new generations entering the labour market has brought
about challenges and alternatives. Nevertheless, integration of demographic workforce has
constructed contemporary organisation and a key to future workplace. The advances in
technology also enhanced performance measures for both employees and organisation
whereby expand new aspects, yielding heightened level of outcomes and reducing workloads.
Beyond leveraging diversity and inclusion, sets of ethical, cultural and social issues have
affected managerial behaviour.
Preparing expectations of Post-Millennial Generation influences mutual success. These
employees are defining as well-educated and ethnically, remarkable in technology and future
workforce. Despite, being a step ahead older generations in technology, under overprotective
parenting has caused a fixed mindset and lack of experience while entering adulthood with a
drop of 25% in 2015 from its previous 1979s (Schroth 2019). As this has further affected
labour market at the global scale, introducing onboarding and coaching approaches tends to
improve leader-employee relationships prompting better performance and lower turnover.
Deal (2009) demonstrates generation gaps can be managed by manger showing trust and
respect. Yet, common value will be shared between workers as well as widened challenges
and opportunities regardless obstacles. With inborn talent Gen Z shares an interest privilege
in technology turning out greater outcomes and progress in sustainable development
(Blancero, Ruiz and Padilla 2018). While growing in diverse workforce has brought about
changes, term of modern workplace somehow reflected.
BUSM4176
– What does it mean to be an effective manager in a diverse workforce? –
16 August 2019
Managing a diverse workforce has now become part of significant roles in management.
Holistic perspective of worker includes race, behaviour, culture, gender, capability and even
sexual orientation are all considered. Most companies are likely to adapt and prepare
themselves to engage changes while interpreting intergenerational diversity as a main focus.
Being an ideal manager is not just about controlling people, but indeed operates the
organisation in a way that more effectively and perpetually with regard to collaborating and
understanding others. The advent of new generations entering the labour market has brought
about challenges and alternatives. Nevertheless, integration of demographic workforce has
constructed contemporary organisation and a key to future workplace. The advances in
technology also enhanced performance measures for both employees and organisation
whereby expand new aspects, yielding heightened level of outcomes and reducing workloads.
Beyond leveraging diversity and inclusion, sets of ethical, cultural and social issues have
affected managerial behaviour.
Preparing expectations of Post-Millennial Generation influences mutual success. These
employees are defining as well-educated and ethnically, remarkable in technology and future
workforce. Despite, being a step ahead older generations in technology, under overprotective
parenting has caused a fixed mindset and lack of experience while entering adulthood with a
drop of 25% in 2015 from its previous 1979s (Schroth 2019). As this has further affected
labour market at the global scale, introducing onboarding and coaching approaches tends to
improve leader-employee relationships prompting better performance and lower turnover.
Deal (2009) demonstrates generation gaps can be managed by manger showing trust and
respect. Yet, common value will be shared between workers as well as widened challenges
and opportunities regardless obstacles. With inborn talent Gen Z shares an interest privilege
in technology turning out greater outcomes and progress in sustainable development
(Blancero, Ruiz and Padilla 2018). While growing in diverse workforce has brought about
changes, term of modern workplace somehow reflected.
