Individual Assignment: Management Behavior

HRM 531

University of Phoenix

MEMO TO: First-Level Managers

FROM:

DATE …..

RE: Management Behaviors

Appropriate leadership behaviors will help InterClean create a satisfying working environment that meet standard requirement and are also conducive for high productivity. Managing people is a critical role that all managers should assume, and at InterClean, all managers need to understand that they are the leaders of this company. The way we behave and act is a direct reflection of the organization. A manager’s behavior can have a positive or negative impact on the workers or the company in general, so a manager needs to take time to reflect and identify those important issues that affects the productivity of his or her workers. All employees, no matter whom, no matter at what level, want to be treated with respect. They want to know that their employer values the work they do (Cascio, 2006). As we all know, there are many factors that affect productivity, for example; materials quality, people skill, system and procedures, but the most important factor is the attitude of a manager. Employee morale is currently low and management is concerned about employees will perceive the staffing audit and follow-up, so it is our job as managers to create a conducive atmosphere where workers can feel comfortable, and be able to talk and express their ideas freely, and we should all have an open door policy

The Merger and Employment Laws:

The merger between InterClean and EnviroTech will require managers from both companies to go over some key ideas and policies to insure the smooth transition of the takeover is successful. It is inevitable, as we know there will be some employees that are going to be laid off, transfer to other departments or ask to retire. But as managers, it is our responsibility to make the right and precise decisions, making sure that all rules, regulations and company’s policies are adhere to, so that we do not break any laws, and we are not guilty of discrimination in any way if we do have to terminate, transfer, and or retire anyone. We will have to address new issues covered by existing policies, and the tedious job or writing new ones that will address rising issues.

Not only will we have a more diverse workplace after the merger, it will also place well inside the scope of the (EEO), this will also give us competitive edge over our competitors. As a brief reminder, whenever companies are merged together there will be employees that are considered to be in a protected class, when and if the need arises to let one of these employees go we need to make sure that the reason for termination is for job performance and that there is evidence that, the employee has been given the opportunity, and tools to improve their job performance. There will also be disabled and older employees and also more women. We as managers should make sure that the component of an effective policy to prevent sexual harassment are put in place. We also need to look into the requirements to prove age discrimination since we will be having more older employees, to make sure we are well within the scopes not to break any laws.

Working Within a Diverse Work Environment

Recent studies show that firms supports for a cultural diverse workplace positively influences manager’s decisions. After the merger is formed, we will be working in a more diverse environment than before, so as managers we need to start practice and improve on our diversity skills. As managers, we should all know how to manage diversity, meaning, we have to establish a heterogeneous workforce that can perform to its potential in an equitable work environment where no one has an advantage or disadvantage. Below I offer a few suggestions for you to start your own guidelines.

We have to be curious, learn about others, so we can reduce our assumptions; this is good for team building and also reduces tensions among workers. We have to be more inclusive in our decision making, include others, especially those that have different background than you; this also will build the team, and gives a different perspective on the business issues at hand. We have to provide all employees with confidential outlets to air/settle grievances, for example, telephone, suggestions boxes and email hot lines. (Slide 14 chapter 4)

From the HR summaries, the merger will increase the number of older employees, but there are fewer Asian and no Native Americans employees working at InterClean. We will have to see if the merger brings in a more diverse workforce, but if not, when we hiring new employees, those two groups of minority should have priority.

Treat everyone equally, no matter the race, age, or sex. Respect, and do not patronize as most western culture do, we most start leaning towards Eastern approach of management style. Know the opportunities that diversity creates for the organization, communicating on a regular basis with all employees will help us to appreciate and realize their contributions towards the organization. And other advantage of having a diverse work environment particularly in the sales department, is that when we look for market in those regions in which the majority of the population are minorities we can expect higher sales, as our employees can be able to interact and communicate with customers with the same cultural background. “When companies discover they can communicate better with their customers through employees who are similar to their customers, those companies then realize they have increased their internal diversity” (Cascio, 2005)

Conclusion

This is a team effort our inputs and suggestions will help put this company at the top of it game. I hoped that I have dispelled some of the rumors going around and covered some of the expectations management requires from all its employees. Management behavior, management actions within employment law and best practices for working in a diverse work environment are all vital to this merger. I know that if we all work together we will be able to elevate not only ourselves but also the company as well.

References

Cascio, W. F. (2005). Managing Human Resources. In W. F. Cascio, Managing Human Resources (7th Eddition ed., pp. 121-122). New York: McGraw-Hill.

http:// ecampus.phoenix.edu/content/eBookLibrary2/content/eReader.aspx

Mehring, J. What’s Lifting Productivity. Business Week, May 24, 2004, pg. 32.Power point slides from chapter 1-4