Communication & Organisation
The workforce in society today is different to the ones of the past, where different methods had been put into practice. Modern organisation today would need to address the diversity of people such as age, ethnicity, religion, gender and class and also the stress that would be evident in the workforce. The essay will look at the certain cases of diversity and causes of stress apparent in the organisation and how the post modern theories of management such as workplace democracy, and feminist theories have contributed to the organisation’s solution in dealing with the issues. Before delving into the post modern management theories and examples, the idea of stress and diversity will be analysed and how post-modern management can be an effective solution.
Pepper (1995) explains that in the workplace or at home, emotion of constantly being challenged. Tension may co-exist in a supervisor and subordinate position and conversation of confidential or personal matters may trigger emotions at work. Areas of conflict in the organisation can exist in the organisation itself, the department, boss, sub-cultural group, or individual colleagues. Emotions on betrayal, dedication, anger, disappointment, hate or jealousy can be provoked. With emotional behaviour, stress can also be a common factor in the workforce; it is also increasing in modern life. The result of stress can lead to a burnout, emotional and physical exhaustion, depersonalisation and lack of personal accomplishment. Common stressors are dealing with the workload, quantitive problems such as having too much work, staff shortage, and company downsizing. Alternatively the problem could be qualitative; the work is too demanding, unsuitable appointments, insufficient training, old equipment or poor instructions. As well as stress in the work environment, the organisation cannot forget stressful events employees may be dealing with at home. Examples could include marriage problems, illness, pregnancy, moving house, death or more. If not addressed, serious outcomes could be physical, such as heart disease, insomnia, chronic pain, high blood pressure and psychological effects could be a nervous breakdown, depression and extreme cases could be even mental illness. Stress symptoms can affect the organisation by employees loosing commitment, job satisfaction and becoming disenchanted with the profession. Eventually, the employee may just decide to leave and it is in the best interest of the company to ensure the workplace is not stressful and to monitor working conditions which may lead to employees becoming stressed out (Pepper, 1995).
With the definition of stress discussed, the issue of diversity will be explored and how it can also be linked to the cause of stress. Society today is full of diversity, whether it is in gender, age, religion, ethnicity or social class. Looking in-depth at gender, women have always held a stereotypical image as being illogical, fickle, and incapable of thought and logic.
Frug (1992) recognises that gender is not naturally given but socially constructed, and suggests one “principle” of postmodernism is that human experience is located “inescapably within language.” Power is implemented not only through direct force, but also how language shapes and restricts realism. Yet language is always open to re-interpretation, it can also be used to resist the shaping and restrictions.
The essay will now discuss how post-modern theories of management contribute to solutions in addressing stress and diversity.
Two-and-a-half-thousand years ago in Greece, the term demokratia, translated as demos meaning people and kratein meaning ‘to rule’ was one of the earliest forms of democracy in human civilisation. Each male citizen in ancient time had the ability for his own decision-making which is an example of participatory democracy. Looking at modern times in democratic countries, representative democracy exists where the elected representatives carry the duty to represent its people.
In modern western society including Australia, a majority of the people are governed by a democratic culture with broad democratic principles. Workplace democracy is an idea that is viewed by society as part of the Western development and acceptable in opposition to the bureaucratic forms of control in the past. Traci Fento (2006), founder and CEO of WorldBlu Inc, a business design studio and an organisational democracy expert claims workers want to be fully engaged at work, desiring a way to express themselves in the workplace whilst making a worthy contribution to the organisation’s goals. Fento (2006) slates:
“Command and control ways (as in, ‘do what you’re told because I’m the boss and I know best’) of the Industrial Age are dead. A Democratic Age demands a democratic approach to business that engages employees fully, taps their reservoir of talent, builds on their strengths, and rewards them in the process.”
An organisation with workplace democracy would have employee’s keenly participating in formulating how individual and organisational goals can be accomplished consecutively. Cheney (1995) believes that a modern workplace environment today considers the survival of an organisation to rely on the organisation’s efficiency in managing organisational objectives. It is expected that employees have the ability to evaluate and possibly make amendments to the organisation’s policy and performance to accomplish goals (Daniels et al p.68)
Fento (2006) claims there are ten distinct qualities about American, European, African and Latin American people that aid the success of a democratic company. These post-modern strategies include: being genuine, open and transparent with employees about issues regarding, health, strategy and organisation’s agenda. There is also commitment to continuous communication and collaboration between employees. Fairness and equality is important in democratic companies and there are no ranking systems. Every employee believes in their company’s existence and goals, where they strive for the same target. Workers are able to point out who is accountable in situation to solve problems efficiently, there is no belief in the cog in the machine theory, and every individual contribution is seen as a step in fulfilling the organisation’s goals. There is always a choice for employees, and have integrity as each worker understands that freedom requires discipline. Democratic companies are also dedicated in questioning how they can always improve on a daily basis. And finally, there is no belief in the class system, the traditional top to bottom structure of one power source directed to the workers is discouraged, democratic companies according to Fento (2006) is all about decentralising and distributing power. To be successful in addressing diversity and stress factors in the workplace, steps similar to Fento’s suggestion could be employed. Judging from the success rate of workers from America, Latin America, Europe and Africa, other countries can be assured of the success in promoting effective workplace democracy which also assists in alleviating other issues such as stress and diversity. Implementing these theories can also assist the organisation to attract and retain employees and build up each individual’s talent, trust, ignite creativity and improve overall work efficiency.
An example of workplace democracy is provided by Ricardo Semler, a celebrated business role model who has put his beliefs into practice, and within a decade, Semler’s business has climbed by 700 percent and the firm now has a turnover of $200 million and employs 3,000 people. Semler’s approach is to eradicate ‘corporate oppression.’ Worker committees run the manufacturing plants and profit-sharing plans are accessible to all staff members. Yet having an organisation with too much freedom has its fault as believing a large organisation group can work collaboratively and share profit can become problematic because people’s wants may differ and can result in another employee demanding more profit. In relation to the media article, Semler’s idea for workplace democracy could be effective if the organisation can employ and encourage effective work teams.
Democracy in relation to the workplace can exist yet there are certain cases where workplace democracy is not widely practiced. An example from a media article: Demoralization and Attitudes towards residents among certified nurse Assistant (2006) explains how working as an assistant in a nursing home is demanding. There is a low level of job satisfaction which results in lowered job performance. Along with limited or improper training; the job would be exhausting both physically and emotionally. It is evident in the media article example, that the issue of diversity in ethnicity, and class affects diversity issue and stress. It highlights how certain industry have a bigger dilemma in addressing issues relating to diversity and stress and by examining Fento’s and Cheney’s advice for workplace democracy, the organisation can adopt similar roles.
Ethnic diversity exists predominantly in the care giving field. The relationship between the care giver and the nursing home residents whom are in majority Caucasian. Racial differences may be present regarding communication, work habits, expectation and reception. The possibility of misunderstandings or conflict may be imminent. The issue of stress and diversity is succinctly stated in the media article as it states the majority of nursing home workers are from different ethnicity. The article explains the rate of staff burnout is associated with resident abuse, where care givers are also most likely to experience occupational stress. And the emotional and psychological outcomes have the potential to cause consequences in regards of how the organisation’s image will be affected in terms of quality of care provided. Whilst the nursing industry is an area that needs examining for its discrimination on workers, the essay will also analyse the gender issue in regards to the post modern feminist theories.
As part of the development in globalisation; society has accepted and embraced women in the workplace where a women’s role have broaden over the years. Combining women and men in the same organisation would provoke conflict as there would be two very distinct personalities. Putnam & Poole (1987) describe conflict as
“…the interaction of interdependent people who perceive opposition of goals, aims and values and who see the other party as potentially interfering with the realisation of these goals.”
A feminist analysis of conflict in the workplace explains a women’s behaviour are related to being the peacekeepers in complicated situations, women may view power as cooperatively power, prefer reasoning and view events as located in time and can resolve issues before they happen. Whereas men imagine it is expected that they are seen as independent and self-reliant, power is seen as more bureaucratic, and likelier to consider events as discrete, and be inclined to resolve conflict immediately (Kolb 1993 in Pepper p203, 209). By understanding how male and female have different views and behaviour, it is also plausible to consider how this can cause conflict as stated earlier and be a source for stress and diversity.
The difficulty with gender issue in the workplace today is that it is likelier to be concealed, whether it is suspicion about being treated unequally because of gender differences, or something more evident such as sexual harassment, where it can occurs from either sexes but research has pointed out 70-90% of victims are women in the American workforce. In South Australia, Nadine Williams (1998) reported in the Advertiser the history of women police and their battle against male culture. Back in the 60s women policeofficers were treated as accesorries for male detectives, dressed up and their role were to deal with neglected children, battered wives, uncontrollable girls and destitutes. These days, conditions have improved for women yet the male police culture still exists, in relation to male machoism, sexual harassment can occur.
Pepper (1995) explains how sexual harassment is about power and dominance. In the Advertiser (2004) statistics shows 23 percent of women had unwanted pressure for sexual favors and 4 percent for men, 40 percent of women received suggestive looks and gestures and 11 percent for men. A third of police women had been touched in a sexual nature and 9 per cent for men. The women who made complaints about sexual harassment found they were victimised and made outcasts. Whistleblowing in relation to sexual harassment is also a complicated and ethical issue. Pepper (1995) suggests organisations take delibrate steps to address the issue without fearing consequences. Suggestions would be ensuring protection for whistleblowers. Organisations must be a role-model to their employees by creating an ethical and honest environment. Another concern for women police officers would be if they take time off for maternity leave and return back to work only to be hindered from the possibility of getting promotions.
Pepper (1995) points out men are given more opportunities to succeed which is from the ability and internal resources, ‘masculine’ attributes tend to be more highly favoured for good managers then the ‘feminine’ characteristics resulting in favourism for men to handle leadership. This discriminates against women for their gender identity. Other issue for gender would be male working in women dominated roles and vice versa, an example of women in a non-traditional role is the organisation: Century Drilling won the Business Achievement Award in 2005, a major contractor organisation for onshore oil and gas drilling industry in Australian and the Asia Pacific. CEO Robert Hackett developed a strategy to address the imbalance of women working in the operational area and rig sites. The organisation produced eight new rig position of Safety, Training & Administration Officers. The recruitment strategy was aimed at employing more women, eventually the role was filled by one male and seven female. Then in January 2005, the organisation employed the first female to work as a drilling crew hand and was promoted to Floorman also becoming the first female to work as a Floorman in Australia.
As the media article example of women police officers relates to an organisation improving from the past, it still highlights the fact that sexual harassment exists, only it is hidden because workers tend to fear the consequences. However recent media articles show some facts how modern society draws attention to the fact that women are not the only victim of sexual harassment. Discrimination also exists against bisexuals, gays, lesbians and transvestites. The Advertiser (2004) have released recent research showing men were more likely to be susceptible to sexual harassment, but women had the ability to cope better with it. The result of sexual harassment from men meant they were wanting to leave the job and neglecting their job due to the stress symptons which maybe physical or psychological, whilst women were more likely to simply get on with their work. Pepper (1995) explains harassment is psychological more than physical and it is crucial that it must be addressed as the issue can be critical in terms of employer liability, employee morale, victim self-esteem and productivity in the workplace. The worse case scenario of sexual harassment can result in a organisation crumbling.
Understanding that the victims can be varied in diversity will be a good step to help resolve the issue. However, relating back to issues modern women face. Tasks such as balancing work and family is complicated, as a women’s role in the past were to stay at home and raise the children and do house duties, the cause of modernisation means women are liberated to work in the workplace, but juggling children and maintaining the household chores is becoming an extra burden. This could mean women work and do their best to have a successful career and then have children later. Or not put their career first to raise children, and some will try to do both and manage if the organisation is flexible enough to accommodate them. Today it is difficult for mothers to work and raise children; this would mean organisation would have to consider exemptions for women to take time off during pregnancy for maternity and parental leave. The previous media article example on Century Drilling proves post-modern organisation are willing to employ women, another example of a company employing women as a strategic arrangement for attracting women to certain organisations is Sci-Fleet Motors. Where they adjusted the organisation structure and created jobs with ideal hours to suit women who might be otherwise struggling to find work with flexibility and understanding. The organisation formulated part-time positions for female staffs instead of the usual 6-day shifts for male workers and it resulted in the same outcome, and eventually the company began breaking records. The organisation is also supportive of employees with family responsibilities and allows women to adjust their hours during school holidays to spend more time at home. In response to women juggling children Jarrod Marshall, manager of Sci-Fleet in Brisbane quotes:
“We don’t mind when the work is done as long as it is done.”
Another example of positive implementation of gender equality in the organisation is Macquarie University where a 26-week paid parental leave plus an additional four weeks paid leave for the partner is offered. This applies to all staff including contracted and long-term casuals, and men or same-sex partner. Unlimited carer or family responsibility leave is also available, and there were no requirement to return to work to qualify for paid paternal leave, and part-time work was available from returning from parental leave. The solution as seen in the media articles for addressing gender and diversity issues is to recognise the needs for in family situations. Also not neglecting that men and people with other sexual preferences can also be targeted for sexual harassment.
Another good role model for a successful organisation who has addressed the diversity and gender issue is discussed by Kate Southam (2005) from the Advertiser. Southam reports that some organisations are experiencing the impending skill shortage in the industry resulting in companies to avoid discrimination against gender, age and ethnicity. Having diversity in the workplace is said to be more profitable for companies, as it helps with customer interaction. IBM was well aware of this and the company embraces diversity where chief executive Philip Bullock assist recruit, promote and retain the best people for the company, his interest have led to being awarded with the Equal Opportunity in the Workplace Agency Business Awards. With post-modern gender issues, IBM responded with paid maternity leave and flexible return-to-work options outcome meant 97 per cent of new mothers could return to their jobs. The promotion of women in management ranks has seen 40 per cent of graduate intakes are women and the organisation secures its future employees by visiting schools to give talks to girls about their possible career options. IBM also oversees parental leave arrangements for men and variety of work-life balance scheme. Programs are available for all regardless of the diversity in relation to martial status and sexual preferences.
Pepper (1995) explains discrimination is about punishing differences, white privilege is described as an unearned dominance because of the assumption that ‘white’ equals ‘normal’. Despite the federal government’s effort and attempt to eliminate discrimnation, it still persists. Employers have a legal and moral obligation to act fairly and take steps to overcome discrimination. The first step is to identify what form of discrimination is occuring, which then gives employers the ability to address the problem. There have been recent shifts in perceptual bias in diversity against certain people based on gender, age, and ethnicity but the overwhelming body of research still shows that in terms of gender, men and women are viewed differently.
Pepper (1995) explains that a cultural approach to diversity is one that values difference as a positive trait. The ability to build difference and apply it into career planning and to understand coworkers.
There are a number of aspects in diversity, including people with physical and mental disability. A step to understand and deal with this is to accept, respect, be sensitive, support and most importantly give them an opportunity to actively participate in the workforce. Recognising people with disabilities also require different needs such as common courtesy, providing appropriate tasks, reconstituting manners of communication in accordance to their disabilities and if necessary ensure appropriate tools, facilities and information is availible (Daniels et al p.243). Succesful people in the workforce with disabilities are Stephen Hawking, Quentin Kenihan, Micheal J. Fox and many more. Another issue in diversity is age, where they can be dismissed as being slow, not keeping up with new trends, or old-fashion despite research producing evidence that intellectual skills is not affected by age. With technological advancement in the workforce, older people will require mutual tolerance to be compatible in the workforce in terms of updating skills and being accepted for their positive traits.
IBM have emcompassed a sturdy foundation for addressing issues concerning diversity in its organisation by actively maintaining the interest of older workers, workers with disabilities and incorporating the skills of ethnic workers. Positive responses to diversity can be evident in being flexible, empathatic, non-judgemental, understanding ambiguity, communicating respect, recognising own perceptions or knowledge and demonstrating reciprocal concern (Conrad, 1993).
The suggested key to overcoming obstacles from discrimination is to recognise and accept diversity. As discussed earlier, the company IBM is sucessful in handling diversity and by identifying the positive traits associated with diversity it has become a more profitable company. Which led to IBM being awarded and recognised for embracing the issue. However the negative responses to diversity can result in deeply entrenched stereotypes, marginality, gender role spillover, role encapsulation, resisting others, homogenising or marginalising others and the glass ceiling effect.
The overall effect of issues discussed in the essay has highlighted problems related to the effect of post-modern theories implemented in the workplace democracy, feminist theories and diversity. These are all attributions of stress; the post-modern management such as IBM, Sci-Fleet Motors, Macquarie University, WorldBlu Inc and Century Drilling are an example of companies successfully dealing with areas of stress and diversity. The media article examples presented argues that organisations implementing proper post-modern solution have succeeded in dealing with stress and diversity. The essay has addressed the fact that by using post-modern practices to address and succeed for the whole of the organisation. There are some that have not been successful and media article examples of successful post-modern theories of management assisting areas of diversity and stress. The decision lies in the management to identify potential or existing problems and implement methods to eradicate or improve them for the management.
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