Organization leverage diversity

 

 

 

Once you have read the Chapters assigned and reviewed the whitepaper, answer the following questions with thoughtful, substantive answers. Each question will be worth 25 points.
1. What is your generational cohort? Which cohort do you think is the hardest to supervise? Why?
2. How does your organization leverage diversity and appreciate differences in your work place?
3. After reviewing the whitepaper addressing the healthcare leadership gap, which competency listed played a more significant role in managing COVID in your organization (or an organization )? Why?
4. Based on Reading, how could perception impact an organizations’s culture positively or negatively if you had a Theory X or Theory Y manager?

 

Sample Solution

Generational cohort

I am a member of the Millennial generation, also known as Generation Y. This cohort is typically defined as those born between the early 1980s and the early 2000s. Millennials are often characterized as being tech-savvy, adaptable, and entrepreneurial. They are also known for being socially conscious and valuing work-life balance.

I believe that the hardest cohort to supervise is Generation Z. This cohort is typically defined as those born between the mid-1990s and the early 2010s. Generation Z is the first generation to have grown up with the internet and social media. They are used to instant gratification and have a short attention span. They are also more likely to question authority and seek out feedback.

Supervising Generation Z requires a different approach than supervising other generations. Managers need to be able to communicate effectively with Generation Z and provide them with regular feedback. They also need to be able to create a positive and supportive work environment.

Diversity and appreciation of differences

My organization leverages diversity and appreciates differences in the workplace by:

  • Creating a culture of inclusion where everyone feels welcome and respected.
  • Providing training on unconscious bias and cultural awareness.
  • Offering employee resource groups (ERGs) for employees with shared identities.
  • Celebrating diversity through events and programs.
  • Holding employees accountable for creating an inclusive workplace.

Healthcare leadership gap

The competency listed in the whitepaper that played a more significant role in managing COVID in my organization is adaptability. Adaptability is the ability to change and adjust to new situations. In the face of a global pandemic, healthcare leaders needed to be able to quickly adapt to new information and make changes to their organizations.

For example, my organization had to quickly implement new safety protocols, such as universal masking and social distancing. We also had to quickly switch to remote work for many employees. These changes were made possible by the adaptability of our leadership team.

Perception of Theory X and Theory Y managers

A Theory X manager is one who believes that employees are naturally lazy and dislike work. A Theory Y manager is one who believes that employees are naturally motivated and want to do a good job.

The perception of a Theory X manager can have a negative impact on an organization’s culture. Employees who feel that their manager does not trust them are more likely to be disengaged and unproductive. They may also be more likely to leave the organization.

The perception of a Theory Y manager can have a positive impact on an organization’s culture. Employees who feel that their manager trusts them are more likely to be engaged and productive. They are also more likely to be loyal to the organization.

In conclusion, generational cohort, diversity, leadership, and perception are all important factors that can impact an organization’s culture. By understanding these factors, managers can create a more positive and productive work environment.

 

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