MS 26 IGNOU MBA Solved Assignment - Discuss and describe various dimensions of Diversity and the approaches to deal with Diversity.

Discuss and describe various dimensions of Diversity and the approaches to deal with Diversity.

Ans :

Four Approaches to Diversity in the Workplace

The United States has been a melting pot of diverse people since its founding. Yet it has only been within the past few decades that companies have realized the value of a diverse workforce. Now thousands of companies throughout the country have implemented diversity programs within their organization in an attempt to capitalize on the strengths of multifaceted employees. At least that is what companies say they are doing.

There are various approaches to diversity appreciation in corporate America. Some act as if diversity is a passing fad, where one jumps on the bandwagon and then jumps off when the interest wanes. Others see diversity as merely a numbers game, where diversity is achieved my promoting the right number of minority workers into key positions in management. Some companies have created a culture that truly values its diverse workforce and removes barriers that arbitrarily restricts people within the organization. And there are a few companies who have learned how to get 100% from 100% of their employees because they know how to glean the full potential of their workforce regardless of the diversity of their employees. 
Outlined below are four typical approaches to diversity management in the workplace. They are listed in ascending order of what I believe diversity management should entail. By reading through the descriptors you can identify at what level your company truly values diversity in the workplace. 
Desired Outcome: The purpose of this approach is to create a brand image of being a company that values the diversity of its employees. The focus is on getting name recognition and awards for the company’s diversity programs. The primary goal of this approach is to be viewed as a benchmark company when it comes to diversity programs. Under this scenario it is only necessary to achieve a perception that the company is a diverse company. If customers, employees, vendors, suppliers, shareholders, and general public believe the company is diversity champions, and hold the organization in high regard because of it, the diversity program can be considered a success.

Indicators of Success: With this approach the key is getting the company’s name in the media, obtaining industry awards, and being at the top of mind regarding all diverse issues. The focus is on getting the company's name out as much as possible so people accept the message that the organization is a diverse company.

Achieving the Desired End Result: If a message is repeated loud enough and often enough, people begin to believe it. This approach requires a strong marketing and public relations component to make sure the company’s name is at the top of mind in all of the important venues of interest regarding diversity. The key to success is having anecdotal stories that show the company is diverse. The more examples one can give of where the company has provided opportunity and growth for diverse construction companies, vendors and employees, the better off the company brand image will be. Consequently, all one has to do is find a few powerful success stories of diversity, share those stories loudly and often, and the organization will be successful in creating the desired brand image.
Desired Outcome: The purpose of this approach is to create a brand image of being a company that values the diversity of its employees. The focus is on getting name recognition and awards for the company’s diversity programs. The primary goal of this approach is to be viewed as a benchmark company when it comes to diversity programs. Under this scenario it is only necessary to achieve a perception that the company is a diverse company. If customers, employees, vendors, suppliers, shareholders, and general public believe the company is diversity champions, and hold the organization in high regard because of it, the diversity program can be considered a success.
Indicators of Success: With this approach the key is getting the company’s name in the media, obtaining industry awards, and being at the top of mind regarding all diverse issues. The focus is on getting the company's name out as much as possible so people accept the message that the organization is a diverse company.

Achieving the Desired End Result: If a message is repeated loud enough and often enough, people begin to believe it. This approach requires a strong marketing and public relations component to make sure the company’s name is at the top of mind in all of the important venues of interest regarding diversity. The key to success is having anecdotal stories that show the company is diverse. The more examples one can give of where the company has provided opportunity and growth for diverse construction companies, vendors and employees, the better off the company brand image will be. Consequently, all one has to do is find a few powerful success stories of diversity, share those stories loudly and often, and the organization will be successful in creating the desired brand image.
Indicators of Success: With this approach the key is getting the company’s name in the media, obtaining industry awards, and being at the top of mind regarding all diverse issues. The focus is on getting the company's name out as much as possible so people accept the message that the organization is a diverse company.
Achieving the Desired End Result: If a message is repeated loud enough and often enough, people begin to believe it. This approach requires a strong marketing and public relations component to make sure the company’s name is at the top of mind in all of the important venues of interest regarding diversity. The key to success is having anecdotal stories that show the company is diverse. The more examples one can give of where the company has provided opportunity and growth for diverse construction companies, vendors and employees, the better off the company brand image will be. Consequently, all one has to do is find a few powerful success stories of diversity, share those stories loudly and often, and the organization will be successful in creating the desired brand image.
Achieving the Desired End Result: If a message is repeated loud enough and often enough, people begin to believe it. This approach requires a strong marketing and public relations component to make sure the company’s name is at the top of mind in all of the important venues of interest regarding diversity. The key to success is having anecdotal stories that show the company is diverse. The more examples one can give of where the company has provided opportunity and growth for diverse construction companies, vendors and employees, the better off the company brand image will be. Consequently, all one has to do is find a few powerful success stories of diversity, share those stories loudly and often, and the organization will be successful in creating the desired brand image.
Desired Outcome: The goal of this approach is to create a company that truly does provide equal opportunity for people of diverse backgrounds and characteristics to be paid fairly, promoted, obtain supplier and vendor contracts, and/or to win construction projects. It entails more than just consideration for such things, but rather an affirmative and aggressive desire to achieve diversity in the managerial, supplier, vendor and construction company ranks. The goal of this approach is to have a representative number of people in key positions throughout the company that match the diverse demographics of the community. Vendor, supplier and construction contracts must also be awarded to a representative diverse group.

Indicators of Success: The key to this approach is the typical EEO issue of making sure the company has numbers that confirm it is affirmatively providing opportunities for people of diversity regarding pay, promotions, supplier contracts, and/or construction projects. Success is achieved when the company has the right numbers and percentages that indicate it is a diverse company.

Achieving the Desired Results: This is a relatively simple approach to diversity. All it requires is identifying viable employee, supplier, and construction company candidates who can be hired or developed into qualified individuals for key management positions, supplier contracts, and/or construction projects. All that must be done is to search for candidates in the obvious places where they might be found (e.g.: black colleges, suppliers from minority communities, etc.). Or, even simpler, just identify the right diversity mix the company wants and hire it, regardless of qualifications.
Desired Outcome: The goal of this approach is to create a company that truly does provide equal opportunity for people of diverse backgrounds and characteristics to be paid fairly, promoted, obtain supplier and vendor contracts, and/or to win construction projects. It entails more than just consideration for such things, but rather an affirmative and aggressive desire to achieve diversity in the managerial, supplier, vendor and construction company ranks. The goal of this approach is to have a representative number of people in key positions throughout the company that match the diverse demographics of the community. Vendor, supplier and construction contracts must also be awarded to a representative diverse group.
Indicators of Success: The key to this approach is the typical EEO issue of making sure the company has numbers that confirm it is affirmatively providing opportunities for people of diversity regarding pay, promotions, supplier contracts, and/or construction projects. Success is achieved when the company has the right numbers and percentages that indicate it is a diverse company.

Achieving the Desired Results: This is a relatively simple approach to diversity. All it requires is identifying viable employee, supplier, and construction company candidates who can be hired or developed into qualified individuals for key management positions, supplier contracts, and/or construction projects. All that must be done is to search for candidates in the obvious places where they might be found (e.g.: black colleges, suppliers from minority communities, etc.). Or, even simpler, just identify the right diversity mix the company wants and hire it, regardless of qualifications.
Indicators of Success: The key to this approach is the typical EEO issue of making sure the company has numbers that confirm it is affirmatively providing opportunities for people of diversity regarding pay, promotions, supplier contracts, and/or construction projects. Success is achieved when the company has the right numbers and percentages that indicate it is a diverse company.
Achieving the Desired Results: This is a relatively simple approach to diversity. All it requires is identifying viable employee, supplier, and construction company candidates who can be hired or developed into qualified individuals for key management positions, supplier contracts, and/or construction projects. All that must be done is to search for candidates in the obvious places where they might be found (e.g.: black colleges, suppliers from minority communities, etc.). Or, even simpler, just identify the right diversity mix the company wants and hire it, regardless of qualifications.
Achieving the Desired Results: This is a relatively simple approach to diversity. All it requires is identifying viable employee, supplier, and construction company candidates who can be hired or developed into qualified individuals for key management positions, supplier contracts, and/or construction projects. All that must be done is to search for candidates in the obvious places where they might be found (e.g.: black colleges, suppliers from minority communities, etc.). Or, even simpler, just identify the right diversity mix the company wants and hire it, regardless of qualifications.
Desired Outcome: This approach seeks to create a company that truly does value and appreciate the diverse nature of its workforce. It recognizes diverse people have different needs, different values, different characteristics, different styles and different desires in the workplace; and it seeks acceptance and tolerance for these differences in order to create a healthy and productive workplace. The key to this approach is getting everyone to be aware of and accept these differences in order to reduce conflict, maximize performance, and allow people to reach their full potential by removing diversity barriers in the workplace.

Indicators of Success: The key to this approach is helping everyone within the company to become more diversity conscious; to become aware of their personal believes, biases, and actions regarding people of diverse backgrounds; and to alter their actions in order to provide equal opportunity and a work culture that meets the needs of every employee in the company. It also includes removing the barriers that limit growth opportunities for certain people because of diversity issues.

Achieving the Desired Results: This approach requires people at all levels of the company to become introspective and aware of their belief-systems and actions regarding diversity issues. It requires specific policies, procedures, processes, practices and systems that create a culture that accepts and assertively values the diversity of its employees. This acceptance must also lead to opportunities for diverse people to raise their potential, be promoted, and take on different roles and responsibilities that previously may not have been available to them in a less diverse-sensitive company.
Desired Outcome: This approach seeks to create a company that truly does value and appreciate the diverse nature of its workforce. It recognizes diverse people have different needs, different values, different characteristics, different styles and different desires in the workplace; and it seeks acceptance and tolerance for these differences in order to create a healthy and productive workplace. The key to this approach is getting everyone to be aware of and accept these differences in order to reduce conflict, maximize performance, and allow people to reach their full potential by removing diversity barriers in the workplace.
Indicators of Success: The key to this approach is helping everyone within the company to become more diversity conscious; to become aware of their personal believes, biases, and actions regarding people of diverse backgrounds; and to alter their actions in order to provide equal opportunity and a work culture that meets the needs of every employee in the company. It also includes removing the barriers that limit growth opportunities for certain people because of diversity issues.

Achieving the Desired Results: This approach requires people at all levels of the company to become introspective and aware of their belief-systems and actions regarding diversity issues. It requires specific policies, procedures, processes, practices and systems that create a culture that accepts and assertively values the diversity of its employees. This acceptance must also lead to opportunities for diverse people to raise their potential, be promoted, and take on different roles and responsibilities that previously may not have been available to them in a less diverse-sensitive company.
Indicators of Success: The key to this approach is helping everyone within the company to become more diversity conscious; to become aware of their personal believes, biases, and actions regarding people of diverse backgrounds; and to alter their actions in order to provide equal opportunity and a work culture that meets the needs of every employee in the company. It also includes removing the barriers that limit growth opportunities for certain people because of diversity issues.
Achieving the Desired Results: This approach requires people at all levels of the company to become introspective and aware of their belief-systems and actions regarding diversity issues. It requires specific policies, procedures, processes, practices and systems that create a culture that accepts and assertively values the diversity of its employees. This acceptance must also lead to opportunities for diverse people to raise their potential, be promoted, and take on different roles and responsibilities that previously may not have been available to them in a less diverse-sensitive company.
Achieving the Desired Results: This approach requires people at all levels of the company to become introspective and aware of their belief-systems and actions regarding diversity issues. It requires specific policies, procedures, processes, practices and systems that create a culture that accepts and assertively values the diversity of its employees. This acceptance must also lead to opportunities for diverse people to raise their potential, be promoted, and take on different roles and responsibilities that previously may not have been available to them in a less diverse-sensitive company.
Desired Outcome: The purpose of this approach is to maximize the performance of each employee by removing barriers that limit their potential, regardless of whether those barriers are diversity issues (e.g.: race, culture, gender, etc.) or other barriers that hinder one’s progress (e.g.: language skills, education, work ethic, off-purpose work behaviors, social skills, etc.). The goal is to raise the productive output of each individual by understanding their unique differences and over-riding whatever keeps a person from reaching his or her fullest potential. Likewise, this approach seeks suppliers, vendors and construction companies who can produce the desired quality products on time, on budget, and within scope.

Indicators of Success: The success of this approach is witnessed when each individual within the company has achieved the highest level of performance of which he or she is capable. It is also seen when barriers are removed and people go beyond what anyone had previously believed was possible because of preconceived insurmountable diversity issues. Success entails helping diversity suppliers, vendors and construction companies raise their productive output to a level where they are capable of winning company contracts and successfully delivering their goods and services as specified in the contracts without the company lowering the requirements of the contracts. In other words, success of this approach is not in raising people up, but in raising their performance up so they are viable candidates for future promotions and contracts regardless of their diversity.

Achieving the Desired Result: This approach entails a mature and sophisticated approach to managing the business using proper management techniques. It entails an acceptance that diversity is a normal practice of good management wherein managers are charged with increasing the efficiency and effectiveness of all of their employees so they can produce more. This approach requires good management systems that create a productive work environment where all employees feel comfortable, confident, proud and included. It requires managers to deal with employees as individuals (rather than ethnic groups, genders, etc.) and to implement individual development plans so every employee can overcome barriers that inhibit the achievement of their highest potential. It also requires working with diverse vendors, suppliers and construction companies who currently do not qualify as acceptable resources to help them raise their performance capabilities so they can qualify for contracts with the company.


There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 
Desired Outcome: The purpose of this approach is to maximize the performance of each employee by removing barriers that limit their potential, regardless of whether those barriers are diversity issues (e.g.: race, culture, gender, etc.) or other barriers that hinder one’s progress (e.g.: language skills, education, work ethic, off-purpose work behaviors, social skills, etc.). The goal is to raise the productive output of each individual by understanding their unique differences and over-riding whatever keeps a person from reaching his or her fullest potential. Likewise, this approach seeks suppliers, vendors and construction companies who can produce the desired quality products on time, on budget, and within scope.
Indicators of Success: The success of this approach is witnessed when each individual within the company has achieved the highest level of performance of which he or she is capable. It is also seen when barriers are removed and people go beyond what anyone had previously believed was possible because of preconceived insurmountable diversity issues. Success entails helping diversity suppliers, vendors and construction companies raise their productive output to a level where they are capable of winning company contracts and successfully delivering their goods and services as specified in the contracts without the company lowering the requirements of the contracts. In other words, success of this approach is not in raising people up, but in raising their performance up so they are viable candidates for future promotions and contracts regardless of their diversity.

Achieving the Desired Result: This approach entails a mature and sophisticated approach to managing the business using proper management techniques. It entails an acceptance that diversity is a normal practice of good management wherein managers are charged with increasing the efficiency and effectiveness of all of their employees so they can produce more. This approach requires good management systems that create a productive work environment where all employees feel comfortable, confident, proud and included. It requires managers to deal with employees as individuals (rather than ethnic groups, genders, etc.) and to implement individual development plans so every employee can overcome barriers that inhibit the achievement of their highest potential. It also requires working with diverse vendors, suppliers and construction companies who currently do not qualify as acceptable resources to help them raise their performance capabilities so they can qualify for contracts with the company.


There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 
Indicators of Success: The success of this approach is witnessed when each individual within the company has achieved the highest level of performance of which he or she is capable. It is also seen when barriers are removed and people go beyond what anyone had previously believed was possible because of preconceived insurmountable diversity issues. Success entails helping diversity suppliers, vendors and construction companies raise their productive output to a level where they are capable of winning company contracts and successfully delivering their goods and services as specified in the contracts without the company lowering the requirements of the contracts. In other words, success of this approach is not in raising people up, but in raising their performance up so they are viable candidates for future promotions and contracts regardless of their diversity.
Achieving the Desired Result: This approach entails a mature and sophisticated approach to managing the business using proper management techniques. It entails an acceptance that diversity is a normal practice of good management wherein managers are charged with increasing the efficiency and effectiveness of all of their employees so they can produce more. This approach requires good management systems that create a productive work environment where all employees feel comfortable, confident, proud and included. It requires managers to deal with employees as individuals (rather than ethnic groups, genders, etc.) and to implement individual development plans so every employee can overcome barriers that inhibit the achievement of their highest potential. It also requires working with diverse vendors, suppliers and construction companies who currently do not qualify as acceptable resources to help them raise their performance capabilities so they can qualify for contracts with the company.


There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 
Achieving the Desired Result: This approach entails a mature and sophisticated approach to managing the business using proper management techniques. It entails an acceptance that diversity is a normal practice of good management wherein managers are charged with increasing the efficiency and effectiveness of all of their employees so they can produce more. This approach requires good management systems that create a productive work environment where all employees feel comfortable, confident, proud and included. It requires managers to deal with employees as individuals (rather than ethnic groups, genders, etc.) and to implement individual development plans so every employee can overcome barriers that inhibit the achievement of their highest potential. It also requires working with diverse vendors, suppliers and construction companies who currently do not qualify as acceptable resources to help them raise their performance capabilities so they can qualify for contracts with the company.

There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 
There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 
There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences. 

BRAND IMAGE

AFFIRMATIVE ACTION

CULTURE OF ACCEPTANCE

MAXIMIZE PERFORMANCE OF ALL EMPLOYEES (regardless of individual differences)

MS 26 IGNOU MBA Solved Assignment - Describe the importance of ethics in present day environment of organisations. Discuss how organisations can promote ethical behavior. Illustrate.

Describe the importance of ethics in present day environment of organisations. Discuss how organisations can promote ethical behavior. Illustrate.

Ans ;

What is organization Ethics ?

The way an organization should respond to external environment refers to organization ethics. Organization ethics includes various guidelines and principles which decide the way individuals should behave at the workplace. It also refers to the code of conduct of the individuals working in a particular organization.

Every organization runs to earn profits but how it makes money is more important. No organization should depend on unfair means to earn money. One must understand that money is not the only important thing; pride and honour are more important. An individual’s first priority can be to make money but he should not stoop too low just to be able to do that.

Children below fourteen years of age must not be employed to work in any organization. Childhood is the best phase of one’s life and no child should be deprived of his childhood.

Employees should not indulge in destruction or manipulation of information to get results. Data Tampering is considered strictly unethical and unprofessional in the corporate world. Remember if one is honest, things will always be in his favour.

Employees should not pass on company’s information to any of the external parties. Do not share any of your organization’s policies and guidelines with others. It is better not to discuss official matters with friends and relatives. Confidential data or information must not be leaked under any circumstances.

In a world disillusioned with globalisation, the importance of business ethics is greater than ever. Business needs to be truly acting in a way which goes beyond purely profit-based motivations, towards a model which works for everyone - what we call the Triple Bottom Line: People, Planet, Profit. We believe in this so passionately we have it as our slogan. It is also why we will give 10% of sales of our corporate governance course tocharities supporting entrepreneurship, thus helping the poorest to lift themselves out of poverty.

Factors highlighting the importance of business ethics

In the second decade of the third millennium, we can cite four major factors which highlight the importance of business ethics (we define business ethics here):

1. Long-term growth: sustainability comes from an ethical long-term vision which takes into account all stakeholders. Smaller but sustainable profits long-term must be better than higher but riskier short-lived profits.

1. Cost and risk reduction: companies which recognise the importance of business ethics will need to spend less protecting themselves from internal and external behavioural risks, especially when supported by sound governance systems andindependent research

1. Anti-capitalist sentiment: the financial crisis marked another blow for the credibility of capitalism, with resentment towards bank bailouts at the cost of fundamental rights such as education and healthcare.

1. Limited resources: the planet has finite resources but a growing population; without ethics, those resources are repleted for purely individual gain at huge cost both to current and future generations.

More and more organisations are recognising what most owner-run businesses have always known: that stable profits are a better bet in the long run than large profits now and an uncertain future. It is on the long term which we must focus to avoid the blindness which leads to such huge corporate collapses as Lehman Brothers (2008) and such huge risks and balance sheet holes as Morgan Stanley (as late as 2012). Even the largest remaining investment banks like Goldman Sachs are having to recognise this (if only to try and fend off more aggressive regulation) and attempting to make their bonus allocations more dependant on longer term value than the current year’s performance. One can only hope that the heads of such organisations recognise the importance of business ethics and the resulting need to change to a more sustainable model of growth. Certainly the only way to change the huge, unwieldy vessel that is global business is to focus on the business benefits. While it may seem contradictory and hypocritical to place self-interest at the heart of change for the better, it is the only conclusion that seems to offer hope. Fundamentally the importance of business ethics is driven by personal ethics and morality and most people are fundamentally self-interested. But, if it is in people’s best interest to be ethical, this has the potential to drive real change. It is already happening in several consumer markets where demand is shifting to ethical products and social networks are instrumental in spreading stories about unethical practices. (Sadly, very rarely is positive action rewarded with the same degree of enthusiasm but with some good - but earnest - marketing, it can be given a kick start and be highly successful long term.)More and more organisations are recognising what most owner-run businesses have always known: that stable profits are a better bet in the long run than large profits now and an uncertain future. It is on the long term which we must focus to avoid the blindness which leads to such huge corporate collapses as Lehman Brothers (2008) and such huge risks and balance sheet holes as Morgan Stanley (as late as 2012). Even the largest remaining investment banks like Goldman Sachs are having to recognise this (if only to try and fend off more aggressive regulation) and attempting to make their bonus allocations more dependant on longer term value than the current year’s performance. One can only hope that the heads of such organisations recognise the importance of business ethics and the resulting need to change to a more sustainable model of growth. Certainly the only way to change the huge, unwieldy vessel that is global business is to focus on the business benefits. While it may seem contradictory and hypocritical to place self-interest at the heart of change for the better, it is the only conclusion that seems to offer hope. Fundamentally the importance of business ethics is driven by personal ethics and morality and most people are fundamentally self-interested. But, if it is in people’s best interest to be ethical, this has the potential to drive real change. It is already happening in several consumer markets where demand is shifting to ethical products and social networks are instrumental in spreading stories about unethical practices. (Sadly, very rarely is positive action rewarded with the same degree of enthusiasm but with some good - but earnest - marketing, it can be given a kick start and be highly successful long term.)Certainly the only way to change the huge, unwieldy vessel that is global business is to focus on the business benefits. While it may seem contradictory and hypocritical to place self-interest at the heart of change for the better, it is the only conclusion that seems to offer hope. Fundamentally the importance of business ethics is driven by personal ethics and morality and most people are fundamentally self-interested. But, if it is in people’s best interest to be ethical, this has the potential to drive real change. It is already happening in several consumer markets where demand is shifting to ethical products and social networks are instrumental in spreading stories about unethical practices. (Sadly, very rarely is positive action rewarded with the same degree of enthusiasm but with some good - but earnest - marketing, it can be given a kick start and be highly successful long term.)

2. Cost and risk reduction

Meanwhile, we offer another analogy from wider society. Just as widespread bribery and corruption in society are recognised as being inimical to the development of a healthy economy, similarly the lack of a high standard of ethical behaviour in a company is inimical to trust and loyalty, which in turn has a detrimental effect on the health of the company over the longer term.It may be argued that an owner can run a business in whichever way he or she wishes, and at first glance there would appear to be a case for this so long as no other shareholders are involved, and only his or her money is at risk, and of course with the acquiescence of the employees and trading partners. However, in many years of observing different standards of behaviour in different business circumstances, one recognises the relationship between the perception of ethics which permeates an organisation and the degree of trust and loyalty present among employees and between staff and management. The conclusion one reaches is that loyalty and trust have a significant value in terms of the efficiency and effectiveness with which a business can be run, and the concomitant cost of control systems needed.In other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in anyMeanwhile, we offer another analogy from wider society. Just as widespread bribery and corruption in society are recognised as being inimical to the development of a healthy economy, similarly the lack of a high standard of ethical behaviour in a company is inimical to trust and loyalty, which in turn has a detrimental effect on the health of the company over the longer term.\It may be argued that an owner can run a business in whichever way he or she wishes, and at first glance there would appear to be a case for this so long as no other shareholders are involved, and only his or her money is at risk, and of course with the acquiescence of the employees and trading partners. However, in many years of observing different standards of behaviour in different business circumstances, one recognises the relationship between the perception of ethics which permeates an organisation and the degree of trust and loyalty present among employees and between staff and management. The conclusion one reaches is that loyalty and trust have a significant value in terms of the efficiency and effectiveness with which a business can be run, and the concomitant cost of control systems needed.

In other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in any
In other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in anyIn other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in anyIt may be argued that an owner can run a business in whichever way he or she wishes, and at first glance there would appear to be a case for this so long as no other shareholders are involved, and only his or her money is at risk, and of course with the acquiescence of the employees and trading partners. However, in many years of observing different standards of behaviour in different business circumstances, one recognises the relationship between the perception of ethics which permeates an organisation and the degree of trust and loyalty present among employees and between staff and management. The conclusion one reaches is that loyalty and trust have a significant value in terms of the efficiency and effectiveness with which a business can be run, and the concomitant cost of control systems needed.In other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in anyIn other words, a highly ethical operation is likely to spend much less on protecting itself against fraud and will probably have to spend much less on industrial relations to maintain morale and common purpose. This should be motivation in itself to recognise the importance of business ethics and instil good corporate governance in anyBanks in particular receive a lot of bad publicity over profits and executive pay (especially bonuses), and while not always justified, the fact is, an industry at the centre of the credit crunch and resulting economic and financial crisis continued to produce hefty profits and bonuses even while making large numbers redundant. This is, of course, a huge generalisation and simplification of the issue (this is not place for such details) but it is the natural reaction of the general public, who lack such detailed information and understanding. Public sentiment cannot be ignored. This situation makes the importance of business ethics all the more pressing in the 21st century.Banks in particular receive a lot of bad publicity over profits and executive pay (especially bonuses), and while not always justified, the fact is, an industry at the centre of the credit crunch and resulting economic and financial crisis continued to produce hefty profits and bonuses even while making large numbers redundant. This is, of course, a huge generalisation and simplification of the issue (this is not place for such details) but it is the natural reaction of the general public, who lack such detailed information and understanding. Public sentiment cannot be ignored. This situation makes the importance of business ethics all the more pressing in the 21st century.This is another example of short-termism prevailing over long-term vision and preservation of limited resources for future generations - and in some cases the same generation, as in deforestation driving native peoples and animal species to the point of extinction. Just as basic financial management requires planning to ensure capital reserves and so solvency, the same principles should clearly apply to the extraction and usage of natural resources.There are some notable exceptions, of course, with the likes of Sir Richard Branson (founder of the Virgin empire) taking a keen interest in environmental affairs (as well as entrepreneurship). On a governmental level, the 2012 London Olympics are the "greenest" ever, with 40% reduction in water usage (despite the record amount of parks and planting) and 98% waste recycling. Let’s see how Brazil picks up the baton in the quest for a carbon neutral Olympics. And how the private sector accepts the importance of business ethics in the rapid development they are experiencing.This is another example of short-termism prevailing over long-term vision and preservation of limited resources for future generations - and in some cases the same generation, as in deforestation driving native peoples and animal species to the point of extinction. Just as basic financial management requires planning to ensure capital reserves and so solvency, the same principles should clearly apply to the extraction and usage of natural resources.There are some notable exceptions, of course, with the likes of Sir Richard Branson (founder of the Virgin empire) taking a keen interest in environmental affairs (as well as entrepreneurship). On a governmental level, the 2012 London Olympics are the "greenest" ever, with 40% reduction in water usage (despite the record amount of parks and planting) and 98% waste recycling. Let’s see how Brazil picks up the baton in the quest for a carbon neutral Olympics. And how the private sector accepts the importance of business ethics in the rapid development they are experiencing.There are some notable exceptions, of course, with the likes of Sir Richard Branson (founder of the Virgin empire) taking a keen interest in environmental affairs (as well as entrepreneurship). On a governmental level, the 2012 London Olympics are the "greenest" ever, with 40% reduction in water usage (despite the record amount of parks and planting) and 98% waste recycling. Let’s see how Brazil picks up the baton in the quest for a carbon neutral Olympics. And how the private sector accepts the importance of business ethics in the rapid development they are experiencing.

1. Long-term growth

Large profits are always attractive, potentially allowing faster achievement of strategic goals, a greater provision against risk and a greater sense of success and stability. However, there are countless examples in corporate history of dramatic boom and bust cycles (both on a micro, corporation level and macro-economic level). Now, more than ever, we need to re-evaluate our endless search for bigger and bigger profits with the bigger and bigger risks that entails. The financial crisis which began in 2008 is painful evidence of that. Whole countries have gone to the brink of bankruptcy as a result of an unwillingness or inability to plan long-term.

A precedent which argues the case made above is the Quality Management industry. In the West, this sprung up in the early 1980s, when products began to be inspected before leaving the factory in an attempt to reduce the amount of costly customer complaints. Now, most products come with at least a one-year warranty and in the case of some car manufacturers, up to five years. What started off as a self-interested need to reduce costs has led to more reliable products. 

Anti-capitalist sentiment

The eye-watering profits of some of the world’s largest corporations attracts a lot of negative sentiment from those outside the world of business and finance. While clearly a result of the scale of these organisations, there is always a suspicion that these profits have been achieved through not entirely ethical means - and in some cases downright unethical means, often resulting in major public failures, most recently in Japan, where the senior management of Nomura resigned en masse after an insider trading scandal.

4. Limited resources

One irrefutable fact is that this planet has limited resources. Probably the biggest failure in human development over the last three hundred years has been in recognising that and attempting to minimise use and maximise re-use and recycling. While there are now global initiatives to try and reverse this trend, and much progress has been made, there is still a long way to go. In the major developing economies, especially, history is repeating itself on a massive scale. With notable exceptions, this applies not only to specific environmental and sustainability issues but to corporate governance generally and the importance of business ethics to the new high growth regions and corporations.

Conclusion: evaluating business ethics and implementing improvement programmes

An experienced eye and ear will recognise the ethical stance of a business within a fairly short while from talking to directors and senior management, and this will be rounded out by discussions with a representative sample of staff, particularly those concerned with customers and personnel management. It will almost certainly be confirmed by a conversation with the Finance director and an appreciation of how the money matters are dealt with.

Clearly it is necessary to deploy rather more than gut feel in examining a business’s position in regard to business ethics and in the rest of this corporate governance best practice section and our corporate governance course you can find out how to install an effective, ongoing assessment and monitoring programme which uses primary research, including market research, a key differentiator to other approaches. In our view it is the only way to pick up on questionable behaviour and so ensure good corporate governance. It is also offers a highly effective and detailed way of measuring the importance of business ethics to all within - and connected to - the organisation. 

MS 26 IGNOU MBA Solved Assignment - Discuss the importance of delegation and the forces which influence delegation. Describe how delegation improved the effectiveness of an organisation with an example.Discuss the importance of delegation and the forces which influence delegation. Describe how delegation improved the effectiveness

Discuss the importance of delegation and the forces which influence delegation. Describe how delegation improved the effectiveness of an organisation with an example.

Ans :

Delegation of authority is a process in which the authority and powers are divided and shared amongst the subordinates. When the work of a manager gets beyond his capacity, there should be some system of sharing the work. This is how delegation of authority becomes an important tool in organization function. Through delegation, a manager, in fact, is multiplying himself by dividing/multiplying his work with the subordinates. The importance of delegation can be justified by –

1. Through delegation, a manager is able to divide the work and allocate it to the subordinates. This helps in reducing his work load so that he can work on important areas such as - planning, business analysis etc.

1. With the reduction of load on superior, he can concentrate his energy on important and critical issues of concern. This way he is able to bring effectiveness in his work as well in the work unit. This effectivity helps a manager to prove his ability and skills in the best manner.

3. Delegation of authority is the ground on which the superior-subordinate relationship stands. An organization functions as the authority flows from top level to bottom. This in fact shows that through delegation, the superior-subordinate relationship become meaningful. The flow of authority is from top to bottom which is a way of achieving results.

3. Delegation of authority in a way gives enough room and space to the subordinates to flourish their abilities and skill. Through delegating powers, the subordinates get a feeling of importance. They get motivated to work and this motivation provides appropriate results to a concern. Job satisfaction is an important criterion to bring stability and soundness in the relationship between superior and subordinates. Delegation also helps in breaking the monotony of the subordinates so that they can be more creative and efficient. Delegation of authority is not only helpful to the subordinates but it also helps the managers to develop their talents and skills. Since the manager get enough time through delegation to concentrate on important issues, their decision-making gets strong and in a way they can flourish the talents which are required in a manager. Through granting powers and getting the work done, helps the manager to attain communication skills, supervision and guidance, effective motivation and the leadership traits are flourished. Therefore it is only through delegation, a manager can be tested on his traits.

3. Delegation of authority is help to both superior and subordinates. This, in a way, gives stability to a concern’s working. With effective results, a concern can think of creating more departments and divisions flow working. This will require creation of more managers which can be fulfilled by shifting the experienced, skilled managers to these positions. This helps in both virtual as well as horizontal growth which is very important for a concern’s stability.

Delegation is a two-sided pattern of authority. It needs adjustments and sacrifices from both delegator and the delegant to accomplish organization's goals. Few Factors affect the delegation of authority. They are- 
Delegation is a two-sided pattern of authority. It needs adjustments and sacrifices from both delegator and the delegant to accomplish organization's goals. Few Factors affect the delegation of authority. They are- 

Delegation is a two-sided pattern of authority. It needs adjustments and sacrifices from both delegator and the delegant to accomplish organization's goals. Few Factors affect the delegation of authority.

Delegating means giving or conferring. When a manager grants authority to subordinates to accomplish a task, the process is delegation of authority in an organization. Managers tend to allocate a considerable amount of their workload to their subordinates. This establishes an authority pattern between subordinates and superiors. Delegating authority is necessary for efficiency in an organization.

Delegator or superior's view (aspect)

Subordinate or Delegant's aspect of view

Organizational aspect

Delegator's aspect

If manager loves his authority, he may not be effective in granting authority to subordinates. He will fear the advancement of subordinates.

Love for Authority

Manager with autocratic nature might not want to delegate authority to subordinates. He will like to feel important and force subordinate employees to come to him frequently for decision approvals. Such managers will not want to share workload or delegate authority. 

Fear of Subordinate Advancement

                                                           

Manager may not have interest in delegation of authority if he fears subordinate having good performance and competence. He may also oppose authority delegation, fearing that he may lose a good subordinate. Manager may also fear that the subordinate may be a contender for manager's post if he gets more authority.

Fear of Exposure

Superior may not delegate enough authority for fear of exposure of his shortcomings as a manager. Hence, managers refrain from best practices in order to maintain their authority. 

Attitude towards Subordinates 

Delegating authority needs adequate amount of trust between the subordinates and superiors. Lack of confidence among subordinates can negatively affect delegation of authority. 

Superior's Experience and Personality

Superior who works his way through the corporate ladder will be more efficient in delegating authority to subordinates than autocratic managers.

Delegant's Asp ect

If subordinates lack responsibility, it also negatively affects delegation of authority. Here are factors pertaining to the delegant.

Fearing Criticism

If subordinate thinks that the manager will take away all credit, he may not have interest in taking the authority. 

Lack of Resources

Without proper information and resources, subordinates will hesitate in taking up authority given by the superiors. With scarcity of resources, unclear information, subordinates will not take up the authority for fear of doing an inefficient job.

Lack of Self-confidence 

When subordinates fear criticism or loss of job, they will show poor self-confidence and that is not a positive aspect for delegation of authority. 

Lack of rewards and Incentives 

Without motivating factors like rewards and incentives, subordinates will have no interest in taking authority delegated by superiors.

Organizational Asp ect

At times, organizational factors also play a key role in authority delegation. Companies with centralized authority will not encourage delegating authority to subordinates whereas a decentralized management encourages delegation of authority.

MS 26 IGNOU MBA Solved Assignment - Describe how stress can be managed and identify the strategies to cope with stress and burn out. Illustrate with reference to an organisation

Describe how stress can be managed and identify the strategies to cope with stress and burn out. Illustrate with reference to an organisation as to what strategies they use to deal with stress.

Ans :

Melissa had been the ideal worker, always willing to take on new projects, work long hours and weekends -- until last year. There were subtle changes at first. Her demeanor turned from always positive to a growing streak of negativism. She began to have problems sleeping. She felt frustrated with a lack of progress within the firm, and a growing sense of no longer being a part of the team. She started to use sick days for the first time -- some for a nagging number of illnesses, some for "mental health" days. Luckily for Melissa, she had some friends who recognized the problem she was suffering from was job stress.

What is Job Stress?

Job stress is something we all face as workers -- and we all handle it differently. There is no getting around it. But, not all stress is bad, and learning how to deal with and manage stress is critical to our maximizing our job performance, staying safe on the job, and maintaining our physical and mental health. For workers like Melissa, infrequent doses of job stress pose little threat and may be effective in increasing motivation and productivity, but too much -- and too prolonged -- can lead to a downward spiral -- both professionally and personally.

Some jobs, by definition, tend to be higher stress -- such as ones that are in dangerous settings (fire, police), that deal with demanding customers (service providers), that have demanding time pressures (healthcare), and that have repetitive detailed work (manufacturing) -- but stress is not limited to any one particular job or industry.

The National Institute for Occupational Safety and Health (NIOSH), part of the U.S. Department of Health and Human Services, states that job stress, now more than ever, poses a threat to the health of workers -- and the health of organizations. NIOSH defines job stress as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Stress also occurs when the situation has high demands and the worker has little or no control over it. Job stress can lead to poor health and injury.

Job Stress Statistics

Numerous studies examining job stress sound an alarming bell about the mental and physical health of American workers:

• A Northwestern National Life study found that 40 percent of workers report their job is "very or extremely stressful." And that one-fourth of employees view their jobs as the number one stressor in their lives.

• A Families and Work Institute study found 26 percent of workers report they are "often or very often burned out or stressed by their work."

• A Yale University study found 29 percent of workers feel "quite a bit or extremely stressed at work."

• A Princeton Survey Research Associates study reports that three-fourths of employees believe the worker has more on-the-job stress than a generation ago.

• A Gallup Poll found that 80 percent of workers feel stress on the job, and nearly half reported that they needed help in learning how to manage it.

• According to an article in Shape Magazine, women are 60 percent more likely to suffer from job stress than men.

• Apathy

• Negativism/cynicism

• Low morale

• Boredom

• Anxiety

• Frustration

• Fatigue

• Depression

• Alienation

• Anger/irritability

• Physical problems (headaches, stomach problems)

• Absenteeism

1. Put it in perspective. Jobs are disposable. Your friends, families, and health are not. If your employer expects too much of you, and it's starting to take its toll on you, start looking for a new job/new employer.

1. Modify your job situation. If you really like your employer, but the job has become too stressful (or too boring), ask about tailoring your job to your skills. And if you got promoted into a more stressful position that you just are not able to handle, ask about a lateral transfer -- or even a transfer back to your old job (if that's what you want).

1. Get time away. If you feel the stress building, take a break. Walk away from the situation, perhaps walking around the block, sitting on a park bench, taking in a little meditative time. Exercise does wonders for the psyche. But even just finding a quiet place and listening to your iPod can reduce stress.

1. Fight through the clutter. Taking the time to organization your desk or workspace can help ease the sense of losing control that comes from too much clutter. Keeping a to-do list -- and then crossing things off it -- also helps.

1. Talk it out. Sometimes the best stress-reducer is simply sharing your stress with someone close to you. The act of talking it out -- and getting support and empathy from someone else -- is often an excellent way of blowing of steam and reducing stress. Have a support system of trusted people.

1. Cultivate allies at work. Just knowing you have one or more co-workers who are willing to assist you in times of stress will reduce your stress level. Just remember to reciprocate and help them when they are in need.

1. Find humor in the situation. When you -- or the people around you -- start taking things too seriously, find a way to break through with laughter. Share a joke or funny story.

1. Have realistic expectations. While Americans are working longer hours, we can still only fit so much work into one day. Having unrealistic expectations for what you can accomplish sets you up for failure -- and increased stress.

1. Nobody is perfect. If you are one of those types that obsess over every detail and micromanage to make sure "everything is perfect," you need to stop. Change your motto to performing your best, and leave perfection to the gods.

1. Maintain a positive attitude (and avoid those without one). Negativism sucks the energy and motivation out of any situation, so avoid it whenever possible. Instead, develop a positive attitude -- and learn to reward yourself for little accomplishments (even if no one else does).

Symptoms & Warning Signs of Job Stress

While the causes can be something other than job stress, here are the most common symptoms and early warning signs of job stress and burnout:

Causes of Job Stress

There are two schools of thought on the causes of job stress.

According to one theory, differences in individual characteristics, such as personality and coping style, are best at predicting what will stress one person but not another. The focus then becomes on developing prevention strategies that help workers find ways to cope with demanding job conditions.

The other theory proposes that certain working conditions are inherently stress-inducing, such as fear of job loss, excessive workload demands, lack of control or clear direction, poor or dangerous physical working conditions, inflexible work hours, and conflicting job expectations. The focus then becomes on eliminating or reducing those work environments as the way to reducing job stress.

Strategies for Managing Job Stress

While many of the methods of preventing job stress need to be developed and supported by the organization, there are things that workers can do to help you better manage job stress.

Here are 10 tips for dealing with the stress from your job:

Final Thoughts on Dealing With Job Stress

Okay, so it's a cliche, but your health is everything. You need to take care of yourself, and no job, customer, or boss is worth putting yourself at risk. Find a way out through one or more of our 10 strategies. Take control of your situation -- and fix it -- and you will have better mental and physical health, as well as better relationships with the people around you.

MS 26 IGNOU MBA Solved Assignment -What is alienation? Explain the Sociological and Psychological approach to alienation. Discuss how alienation can be dealt with an example.What is alienation

What is alienation? Explain the Sociological and Psychological approach to alienation. Discuss how alienation can be dealt with an example.

Ans :

What is alienation?

When Karl Marx published “The Economic and Philosophical Manuscripts of 1844,” he set out to outline the process by which the capitalist mode of production exploits workers. He called this phenomenon alienation, meaning that working people put everything into their jobs but get little in return. Marx explained that, under capitalism, workers are alienated in the following three ways: within the production process itself; from the objects produced by their labor; and from nature and the rest of humanity.

Alienation from the production process

For most of the working class, labor is nothing more than a means for physical survival. The labor process—working a job—is not educational or enriching in any way. Marx refers to this process as “the sacrifice of vitality.” This means workers most often hate their jobs, but have to do them anyway. Few blue-collar or white-collar workers could make the argument that they greatly benefit or prosper from their 9-to-5 jobs. Each worker’s time, energy and intellect is focused solely on profit-making for the capitalist owners.

As Marx noted, under capitalism, “He who does not produce (that is, the owner) has dominion over production and over the product.”

For example, the wait staff at a restaurant—plus cooks, busboys, cleaners, hosts, bouncers—give much of their energy so that the business will continue to operate. Typically, they dedicate 40 to 60 hours per week to the restaurant, which they could otherwise spend with their families or doing something fun and enriching. But they need to get paid, so they work instead. At the end of the week, each gets a contemptibly meager check that is gobbled up by landlords and other parasitic bill-collectors, supermarkets and others. The workers end up with very little left over.

Alienation from the objects produced

The working class constantly produces under capitalism, but the goods and services produced belong only to the capitalist owners. All of the aching bones, headaches, sweat, mental anguish, injuries, repetition and stress help generate commodities that reap benefits for somebody else. Workers have no control over the goods—they become alien to the worker—once they are produced.

Marx commented on this reality: “While the worker’s activity is torment to him, to another [the capitalist] it is his delight and his life’s joy. … The wretchedness of the worker is in inverse proportion to the power and magnitude of his production.”

The owner gets richer at the expense of his or her employees. The quicker the laborer’s hands move to clean or cook, the more wealth is produced for the capitalist. In the case of a busy urban restaurant, kitchen workers produce $20 plates of gourmet food often at lower than minimum wage. The fact that workers’ labor goes toward the accumulation of the owner’s wealth while workers receive a pittance in return is a fundamental feature of capitalism.

Alienation from nature and humanity

The third form of alienation Marx analyzes is the most complex and pervasive—the alienation of workers from their social environment. Consumed by the daily quest for survival and individual ascension in the workforce and society, it is easy for anyone to feel isolated. Capitalism reduces workers to mere appendages of the machinery they operate.

The institutions of capitalism also cause many workers to seek to attain a higher status in society, to adopt the views or outlook of the capitalists who oppress them. This effect is called “false consciousness.” But the vast majority of workers will never become capitalists or even wealthy. Most will barely be able to survive no matter how hard they work.

Alienation is built into the capitalist system. It is countered when workers fight together. Instead of being atomized individuals operating in a society that exploits them, they come together as a collective force. When workers struggle together, they find a new, non-alienating bond. This bond arises in the fight against the existing social order.

It is in the struggle against capitalism that false consciousness can be replaced by revolutionary class consciousness. Class consciousness is a byproduct of struggle. It is not spiritual or metaphysical, it is real. It can arise when people take action together to overcome oppression. Then they are no longer just individuals, they are part of a powerful, collective movement for revolutionary change.

Class consciousness can develop spontaneously during the course of intense class battles. Revolutionary class consciousness, however, can be achieved on a mass basis only by the successful intervention of a revolutionary socialist or communist party in the spontaneous movement against oppression.

The way forward, the only way to eliminate the core contradictions facing workers—including the alienation that is intrinsic in capitalist society—is the elevation of the working class so that it can achieve political supremacy in society. That process is known as the socialist revolution.