Workplace Prejudice and Negative Corporate Behavior - Assignment Example

ORGANIZATIONAL BEHAVIOR Question One: Self Evaluation/ Self-Assessment Significantly, any performance appraisal is essential to everyone in the organization since it is a well-established talent management and development practice; however, for most organizations, it is a mere practice to facilitate the increase of salary for employees. Leaders rarely undergo evaluation (Michelle 2011). Additionally, most of the managers are not keen on self-evaluation and others do not even assess the staff because they perceive them as a waste of time and a barrier for good relationships between them and the employees. Decisively, understanding human behavior is critical for organizational and personal development; in fact, self-assessment has multiple benefits, particularly for the leaders. For instance, self-assessment is among the key steps to establishing Results Based Accountability (RBA) in organizations for personal and organizational development. Once leaders use a disciplined way of thinking and acting, it improves their lives and those of the employees inevitably. Firstly, self-evaluation gives a lot of useful information concerning the performance of the leaders and other aspects relative to their effect on organizational practices. However, the assessment is only efficient if there are separate evaluations of managers’ plans and strategies; naturally, the evaluation systems for employees focus on the organization primarily but self- assessment with a focus on individual roles gives detailed information on areas that require alterations or improvements (Chapman, 2014). The idea behind self-assessment is coming up with leadership strategies that familiarize, subsist, execute and empower, which gives managers an easier time implementing techniques that are in line with organizational culture, employees’ needs and other variations in the workplace. Typically, relative to strategic approaches, regular self- assessment helps leaders establish the application of techniques such as VABES where everything the leaders do focus on vision, purpose, definition of goals, honesty, openness among other relevant aspects leading to progress. Leaders and organizational managers can conduct self-assessment in multiple ways but the diagnostic models prove to unveil a lot about the leaders, the relationship with the employees, knowledge about their duties and the organization. For instance, the Donald Kirkpatrick learning evaluation model is popular for collecting data on performance, classifying the different factors (good and bad) and coming up with better performance strategies but also applies extensively in self-assessment (Michelle 2011). The reaction, learning, behavior and results levels of assessment are a good example of the multiple benefits resulting from self-evaluation for the leaders and their environs. The reaction level, as the first step of assessment helps the leader in understanding their reaction towards the proposed plans in form of reviews, discussions and personal theories. The reaction aspect is significant being the only way of establishing whether the proposals meet the manager’s objectives, fits the organization’s culture and parts left out; moreover, it creates an insight for any improvements or additions. Secondly, the learning level, gives comprehensive insight on the knowledge of the manager and their employees after implementing new changes or proposals. Most of the managers look for excellence and effectiveness in this level but the knowledge has to go hand-in-hand with the objectives of the organization and their roles (Chapman, 2014). Meeting some of these objectives guarantees that they are effective as marked by the alterations and developments on awareness, abilities and assertiveness; moreover, a critical assessment also improves their approach to challenges in the future. Thirdly, the behavior level is an indicator and identifier of any behavior changes in management and leadership approaches. The main query is how the changes in behavior are affecting the performance of the employees and the overall organization. Changes depict that they were either effectual or a complete failure (Michelle, 2011). If they are no changes, it means that either the manager has challenges working with the employees relative to the adaptation of the new changes. Finally, the results level is a compilation of the information provided by the self-assessment and with critical analysis; it lays the foundation from positive changes and additional understanding of one’s stature as a leader. Definitely, such a model of self-assessment is extensively beneficial in multiple ways as indicated by the different levels, particularly the easy exercise of MEMES in the organization. This is possible because the leaders understand themselves, colleagues and their staff members thus applying a style or idea as a part of the organization becomes less complex. Significantly, self-evaluation is very effectual as it also reflects how managers handle their emotions in the workplace. The practices in the assessments critically analyze ones status on the issues such as reaction to anger and their consideration of their colleague’s opinions in making organization’s decisions or their reaction to people who wrong them. The evaluation helps the managers understand their emotional reactions in different situations such as when working with teams (Michelle, 2011). Definitely, sentiments should not get in the way of how people conduct themselves in the workplace thus; results from the evaluation could give the necessary approaches to follow. Assertively, self-evaluation assists the leaders in establishing their strengths and weakness as part of development, particularly through finding ways to counter the weaknesses and improve on the strengths. Apart from emotions, self –evaluation gives leaders the best individual approaches they should apply while dealing with pressure to achieve their level best. Many leaders enjoy monotony especially when it comes to performing tasks in the workplace i.e. repeating them task now and then and if given new tasks they are not sure or clear on how to handle them. Self- assessment prepares leaders for such situations by helping them analyze their tolerance inevitability hence preventing failure in their roles as leaders (Chapman, 2014). Additionally, they learn how to consider the situation due to circumstances that require one to do critical thinking and also decide to take a risk such as the decision making process in organizations. Decisively, such an approach towards assessment helps one to have an attitude that can handle and adopt to change very easily i.e. when the working conditions change in an organization and required to work overtime. Question Two: Dealing with Prejudice in the Workplace Workplace prejudice does not have a standard definition but different authors with dissimilar perspectives agree that it entails detrimental corporate behavior and acts of negative intentions directed towards staff members. The most popular forms of corporate prejudice include deeds such as deprivation, denial of rights and iterative initiatives justified as being in the best interest of organizational progress (Weidmer, 2010). Typically, one can compare workplace prejudice with ubiquitous behavior by malevolent individuals seeking for power, control, domination and subjugation, which is definite practice of incompetence. Nonetheless, corporate leaders and management teams should play the significant role of ensuring the workplaces are free from prejudice, particularly using the middle level managers. The best solution to solving prejudice is positive collaboration among all staff members in the sustainability of organizational culture, policies and influential practices. For instance, Dyslexics are common subjects of prejudice in the wowrkplace. Relative to the influences resulting from Dyslexia, the disability frustrates the victims in the workplace since they have a hard time reading, writing or even spelling (Lawrence, 2009). Even though the main source of the frustrations is the impact of dyslexia on a person’s skills, which are the most significant in achieving workplace tasks, dyslexics also experience a lot of prejudice. Appreciably, some management teams and supervisors are able to recognize dyslexia from habits such as disorganization, consistent lateness in performing tasks, inconsistent spelling and challenges comprehending directions. This affects the organization, colleagues and the subject dyslexic (Reid, 2009). Some management teams and staff members are not aware of dyslexia subjecting dyslexics to discernment and dyslexia-related workplace bullying. The feeling of being an outcast definitely affects their stature but the solution lies in ensuring the culture of such organization recognizes the rights of dyslexics. Unfortunately, the combination of the frustration and the prejudice extensively affects performance and organization. It affects their confidence and perception of fellow employees and the overall organization. Nonetheless, there are approaches that a person can implement in dealing with such prejudice. In an encouraging workplace, the dyslexics have less stressful times because they adapt the habit of making jokes about their disability. As a staff member, one can be receptive and laugh about it helping the dyslexics obscure their problems interacting with them. Interacting more with dyslexics is also a solution to most of their problems unlike the constant reminders or sympathetic statements (Bird, 2013). One can also take on the role of notifying the other staff members of their condition and the right approaches. Knowledge on such a disability and its prevalence among staff members forms a foundation for solutions on most of the problems. This requires additional knowledge on how to deal with dyslexics to avoid mistreatment or workplace prejudice. Most dyslexics are very social and argue that interactions with people who overlook their disability helps build their confidence and performance at the workplace. Some of them use this as a defense tactic influencing their overall efficiency (DFNZ, 2015). Decisively, it is the role of every organization member to take note and prevent any nonconforming behaviors or specific people in the workplace. However, managers should be at the forefront to countering prejudice, especially due to its cost-related consequences and other problems in the personnel departments (Baack 2012). This approach does not necessarily acknowledge only the use of leaders; the victims (employees) should also stand up for themselves to prevent them from being easy targets. Reluctance and toleration of such behavior advocate for extended continuation of prejudice in the workplace. Generally, the comprehensive way to prevent such complex situations is remaining respectful and proficient always with individual limits firmly noted (Gary 2014). Bibliography Baack, D. 2012, ‘Management Communication’: Bridge point Education, Retrieved from https://content.ashford.edu/books/AUBUS600.12.2 Bird, R. 2013, ‘The Dyscalculia Toolkit’, London: Sage Chapman, A. 2014, ‘Kirkpatrick’s Learning Evaluation Theory’: Human Resources, Business Balls, Retrieved from, http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm Dyslexia Foundation of New Zealand (DFNZ), 2015, ‘Taking Charge of Dyslexia in the Workplace’, Retrieved from http://www.dyslexiafoundation.org.nz/taking_charge_of_dyslexia.html Gary, N. 2014, ‘What Bullied Targets Can do: the Workplace Bullying Institute’. Retrieved from http://www.workplacebullying.org/individuals/solutions/wbi-action-plan/ Lawrence, D. 2009, ‘Understanding Dyslexia’. Maidenhead: Open University Press Michelle, J. 2011, ‘Kirkpatrick’s Four-Level Evaluation Model’: Mind Tools, Retrieved from, http://www.mindtools.com/pages/article/kirkpatrick.htm Reid, G. 2009, ‘Dyslexia’: A Practitioner’s Handbook. 4th ed. Chichester: Wiley-Blackwell Weidmer, T. L. 2010,’ Costly and Preventable: Workplace Prejudice’. Retrieved from http://www.questia.com/library/journal/1P3-2257395091/workplace-prejudice-costly-and-preventable#/ Read More