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Team Management Assignment
Tunita L. Dumas
School of Business, Liberty University
By submitting this assignment,
I attest this submission represents my own work, and not that of another student, scholar,
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or internet source. I understand I am responsible for knowing and correctly utilizing
referencing and bibliographical guidelines.
Abstract
This paper is intending to go over how a manager interacting with employees can play a part on
how well they will perform.* A person who organizes, leads, plans, sets and achieves goals is
considered to be a manager or a part of Management.* I will do my best to evaluate and talk
about the effects management engagement has on their employees through peer-reviewed articles
that will help spell out the benefit of manager interaction.* Management should always do their
best to create a positive environment.* This abridged literature review will give you a shorter
version of how things look from the outside looking in from a production standpoint.* I will also
include biblical principles that will help to show management from a biblical lens.* As long as
management understands and keep in mind what the goals of the organization is and what will
keep the organization productive from the inside and out.*
Keywords: Team, goals, team* management, teamwork, conformity, and deviance
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Table of Content
Abstract.........................................................................................................2
Introduction...................................................................................................4
Literature review..........................................................................................4-10
Conclusions...................................................................................................10-11
References......................................................................................................12
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Introduction
Managers should always lead by example by being a good team member, active listener,
being organized, and being positive and uplifting.* Managers should make sure that guidelines,
policies and procedures are being properly followed.* Managers are to help the organization keep
up with how well the company is functioning.* Managers must operate from a non-bias
management view.* Jones & George,* (2020, p.358) stated "improve performance, boost
customer response, drive innovation, and inspire staff".* As a manager you have the autonomy to
manage your staff as if you were coaching a team.* Like I have said before, coaches implement,
plan, analyze, and even in some occasions collaborate with others that will help them get better
as a team. * It is always good when management use innovation, techniques, and concepts that
will help form a productive team that will want to attain greatness from a production standpoint.*
From a team member standpoint managers must be respectful and understanding at all times in
order for the respect to be reciprocated.
Literature Review
Diversity Management
Diversity management refers to organizational processes designed to create greater
inclusion of employees from various backgrounds through deliberate policies and programs
(Ivancevich & Gilbert, 2000). It takes an intentional organizational effort to effectively
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implement a diversity management system. There are many moving components in an
organization. It requires a conscientious effort from top to bottom for all facets of the company
to feel included. How important is diversity management in the modern corporate world?
Corporate America is spending billions of dollars on diversity initiatives.
Transformational leadership is defined as a leader that can elevate the internal motivation
and skills of a follower to serve the greater good. Leaders and followers are also able to
transcend to an optimal level of achievement based on the greater good of the organization
(Klein & Scott, 2022). With a diverse group of individuals in an organization, the leader must be
able to motivate everyone to move towards the goal of the organization. A transformational
leader has the ability to find commonality between everyone to increase motivation for the
success of the group.*
Cultural knowledge and awareness can assist an organization’s ability to establish and
maintain an inclusive work environment. Although the primary goal of most diversity initiatives
is to create more fair, diverse, and inclusive workplaces, organizational attempts at managing
diversity vary widely (van Knippenburg, Nishii, & Dwertmann, 2020). Diversity management is
not just solely about having varying perspectives in a workforce. The true work starts when
attempting to synergize the varying perspectives into a cohesive team.* Diversity management*
practices* need* to* move* beyond* equal* opportunity* programs* to* also* specifically* stimulate*
the* open* exchange* and* use* of* divergent* ideas (van Knippenburg, Nishii, & Dwertmann,
2020).*
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Defining Diversity
Diversity can be analyzed through the perspective of differences between individuals in
an organization. These differences may consist of objective or subjective characteristics.
Objective characteristics include race, gender, age and physical features. Subjective
characteristics include personality, sexual orientation, ideology and socioeconomic status.
Overall, these theories paint a complex image of diversity that is characterized by noble
aspirations and messy realities (McCardle & Speck, 2020). Management faces the challenges of
melding the individuality of the group to work as a single unit.
Benefits of a Diverse Workforce
Successful diversity management enables a diverse workforce to synergize and
accomplish organizational goals. Having a diverse workforce gives companies competitive
advantages over other companies. Diversity in the potential candidate pool has increased in the
modern day for managers. With the world growing interconnected due to technological
capabilities, leaders must capitalize on the growing candidate pool to see a positive outcome on
their bottom line.
Perspective is the main benefit of workplace diversity. The perspectives that are
represented by a diverse group of individuals can create an advantage for gathering information,
As noted earlier, studies of associations between WGD(Women Gender Diversity) and firm
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performance have used several different indicators of WGD, including both horizontal and
vertical, and of firm-level performance (e.g., market share, revenue, productivity, and relative
profits) (Fine, Sojo, & Lawford- Smith, 2020). Gender diversity in an organization presents
benefits to the workforce, such as information, perspective, and production. Recent studies imply
that simply enhancing the representation of more diverse employees is not enough though
(Ashikali, Groeneveld & Kuipers, 2021). To reap the benefits of a diverse workplace, leadership
needs to successfully moderate the various diverse individuals within the organization.*
Unintended Consequences of Diversity Management
With diversity management, leaders want to create an inclusive, diverse workforce. There
are a plethora of benefits of concerted efforts to promote a diverse workforce. However, these
signals can also be disconnected from the intentions of the organizational leaders—for example,
they may lead individuals to believe that members of overrepresented groups are not valued in
the organization (Dover, Kaiser, & Major, 2019). With the positives, there are also negative
consequences. Unintended negative repercussions for initiatives can have an impact at an
individual level or organizational level.*
If a company signals their initiatives focus on underrepresented groups. Overrepresented
groups could be maligned against the company initiatives because they are not a focal point of
the company. For example, an emphasis on minority hiring may be a deterrent to overrepresented
groups within the company. Stereotypes may be activated as a result of positive outcomes for
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minorities being unearned. Organizational leaders must constantly be aware of the unintended
consequences for their diversity initiatives.*
Diversity Management Rationale
A company may have a few reasons for implementing a diversity initiative. These
reasons for implementing diversity initiatives consist of justice, instrumental and signaling
rationale (Dover, Kaiser & Major, 2019). Justice rationale encompasses a company’s initiative
that focuses on fair treatment and equal access (Dover, Kaiser & Major, 2019). Instrumental
rationale establishes that inclusion can provide a competitive advantage and increase the bottom
line. Signal rationale lends itself to a brand communicating its priorities towards inclusion effort,
both externally and internally.
These rationale provides organizations with a framework for their diversity management
initiatives. Each rationale may be useful for a different purpose. An initiative for justice rationale
aids the company internally, with an emphasis on the workplace. Discrimination and harassment
is eliminated based on individuality reasoning.
Instrumental rationale affords a company benefit or positive consequence for an
initiative. This rationale is about providing an opportunity for individuals to significantly
contribute to the whole of the group.* As mentioned before in this review, a diverse workforce
can lend itself to a competitive advantage for a business. Instrumental decisions have a
fundamental impact at all levels. These decisions help boost the profitability. Instrumental
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rationale may include team building activities and giving an opportunity for a varying number of
individuals to share their thoughts on an organizational matter.**
Signal rationale shows the diversity priorities of the company. What does a company
believe in? Based on the company’s branding strategy and focal points, their diversity priorities
are shown to the public. For example, McDonald’s has a strong marketing program that
emphasizes development and providing opportunities in the communities they serve. With the
brand image, they show their initiatives for diversity and providing opportunities for educational
experiences for employees. This shows their focus on developing skilled workers internally.
Attracting employees for underrepresented groups gives a company the competitive advantage of
perspective from those individuals.*
Advancing Traditional Leadership
When talking about management and the type of leadership style the manager has,
principles has to be set.* Managing from a transformational aspect, the manager would have to
have characteristics that define him or her as a manager;* such as ideal influencing, stimulating
their intelligence, inspiring and motivating, looking to advance someone all the time.* Stated
before, working in a diverse organization is something that you cannot run from.* As a manager
you would also have to have some diversity about your management style because you should
always look to empower your employees.* Managing diversity might take time to build the
inclusive culture you are trying to build.* With building this culture, managers also have to show
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and lead by example like when Jesus washed the feet of his disciple in John 13: 1-5 (Scott, C. L.,
& Klein, L. B. 2022).********
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Managing change
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In this article there were two perspectives such as subordinate and management.* This
article was more about having awareness of issues that could or that is in the forefront of the
organization.* Awareness of the culture, diversity, and performance of the organization and being
self-aware as a manager how you handle your subrogates and how they respond to you as a
manager. continuing to seek ways to become a better manager and learn how to handle incidents
when they come about is most definitely important.* Having mutual respect for one another and
understanding that everyone is different and no two people should be handled the same due to
the structure of the organization (Vito, R., & Sethi, B.2020).*
Influence of knowledgeable management
When upper management offers education or training to their employees and promotes
the ones that complete the training to gain knowledge will lead to a healthy environment.* There
was a study done with 600 Romanian medical professionals and research showed employees
were satisfied and showed fulfillment of execution when the information was shared amongst
staff.* According to the article it is better to try and keep everyone informed and educated, this
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will cause a positive outcome and potentially innovative ideas to help with production (Popa, I.,
Stefan, S. C., Morarescu, C., & Cicea, C. 2018).****
Conclusion
In conclusion, once the manager has established and set the tone for the organization as a
whole, this will have an effect on the culture and the production side of the organization.*
Managers that promote growth of knowledge and productivity have a better chance at having
more innovative thinking with a competitive outcome amongst the employees (Norreha, Norreha
Othman, 2019).* When the employees are ready and willing to grow together in a positive and
productive way, with respect from management this will create a healthy environment with a
progressive culture; that understands diversity.* Research shows manager involvement has a
positive impact on the performance of* their team.* When a manager has the power to invoke
change with a positive impact, this type of impact will take time to create (Chumba, 2022).*
Managers have to be open to constructive criticism and be ready to give out feedback that will
help the employee to apply this feedback to better their skill set and help with advancing their
performance.* Managers that are able to use different types of skill sets like conceptual skills
should be able to grow the organization and make all stakeholders happy.***
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References:
Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The Role of Inclusive Leadership in
Supporting an Inclusive Climate in Diverse Public Sector Teams. Review of Public Personnel
Administration, 41(3), 497–519. https://doi.org/10.1177/0734371X19899722
Bernstein, R. S., Bulger, M., Salipante, P., & Weisinger, J. Y. (2020). From diversity to inclusion
to equity: A theory of generative interactions. Journal of Business Ethics, 167, 395-410.
Bible gateway passage: John 13:1-17 - new international version. Bible Gateway. (n.d.-d).
https://www.biblegateway.com/passage/?search=john+13%3A1-17&version=NIV*
Chumba, R. (2022). The relationship between employee engagement, Job Fit and Job
Performance: An explorative study. Journal of Human Resource &Leadership, 6(5), 21–31.
https://doi.org/10.53819/81018102t2107*
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Creary, S. J., McDonnell, M. H., Ghai, S., & Scruggs, J. (2019). When and why diversity
improves your board’s performance. Harvard Business Review, 27, 2-6.
Dover, T. L., Kaiser, C. R., & Major, B. (2020). Mixed signals: The unintended effects of
diversity initiatives. Social Issues and Policy Review, 14(1), 152-181.
Fine, C., Sojo, V. and Lawford-Smith, H. (2020), Why Does Workplace Gender Diversity
Matter? Justice, Organizational Benefits, and Policy. Social Issues and Policy Review, 14: 36-72.
https://doi.org/10.1111/sipr.12064
George, G.R.J. J. (2020). Essentials of Contemporary Management (9th ed.). McGraw-Hill
Higher Education (US). https://mbsdirect.vitalsource.com/books/9781260681420
Gomez, L. E., & Bernet, P. (2019). Diversity improves performance and outcomes. Journal of
the National Medical Association, 111(4), 383-392.
Ivancevich, J. M., & Gilbert, J. A. (2000). Diversity management. Public Personnel
Management, 29(1), 75–92. https://doi.org/10.1177/009102600002900106*
McCardle, J. G., & Speck, S. S. (2020). Cognitive Foundation of Diversity Management:
Bridging the Gap ôetween Aspiration and Reality. American Journal of Management, 20(1), 64-
78.https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly-
journals/cognitive-foundation-diversity-management/docview/2465482817/se-2
Norreha, Norreha Othman (2019) Quality management systems, employee satisfaction and
motivational factors influence on employee performance in private higher education institutions
in Malaysia. Doctoral thesis, Universiti Utara Malaysia.
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*
Nkomo, S. M., Bell, M. P., Roberts, L. M., Joshi, A., & Thatcher, S. M. (2019). Diversity at a
critical juncture: New theories for a complex phenomenon. Academy of Management Review,
44(3), 498-517.
Offermann, L. R., & Foley, K. (2020). Is there a female leadership advantage?. In Oxford
research encyclopedia of business and management.
Popa, I., Stefan, S. C., Morarescu, C., & Cicea, C. (2018). Research regarding the influence of
knowledge management practices on employee satisfaction in the Romanian Healthcare System.
Www.Amfiteatrueconomic.Ro, 20(49), 553. https://doi.org/10.24818/ea/2018/49/553*
Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research
agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, 69-88.
Scott, C. L., & Klein, L. B. (2022). Advancing Traditional Leadership Theories by Incorporating
Multicultural and Workforce Diversity Leadership Traits, Behaviors, and Supporting Practices:
Implications for Organizational Leaders. Journal of Leadership, Accountability and Ethics,
19(3), 1-11. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/
scholarly-journals/advancing-traditional-leadership-theories/docview/2702534773/se-2
Swartz, T. H., Palermo, A. G. S., Masur, S. K., & Aberg, J. A. (2019). The science and value of
diversity: closing the gaps in our understanding of inclusion and diversity. The Journal of
infectious diseases, 220(Supplement_2), S33-S41.
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van Knippenberg, D., Nishii, L. H., & Dwertmann, D. J. (2020). Synergy from diversity:
Managing team diversity to enhance performance. Behavioral Science & Policy, 6(1), 75–
92. https://doi.org/10.1353/bsp.2020.0007*
***Vito, R., & Sethi, B. (2020). Managing change: role of leadership and diversity management.
[Role of leadership and diversity management] Journal of Organizational Change Management,
33(7), 1471-1483. https://doi.org/10.1108/JOCM-04-2019-0116
