Diversity

Diversity continues to be a subject of discussion across the world, especially when it comes to matters of employment. Traditionally the significant elements of diversity in the society included racism and gender discrimination. However, after numerous campaigns, discrimination against employees on the bases of gender, age, the nation of origin, disability, and race has reduced significantly. On the contrary, sex discrimination has not been very lucky. Despite the inclusion of the names gay and lesbian in various policies of different states, society still finds a problem with accommodating the homosexuals. It is evident that the issue of discrimination, especially on matters concerning homosexuality is still rampant today though not as much as in the traditional society.

Criteria for a CEO

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A CEO should nurture the culture of ethical behavior.

A good CEO must ensure that the corporate culture embraces ethical behavior to the maximum. It is also upon CEOs to oversee that employees adhere to laws and regulation of not only the organization but also of the government at large. CEOs should lead in the efforts and ensure that those operating under their authority observe the fundamental laws and follow the set procedures as required by law. 

Ensure that competent employees are hired, motivated, developed and rewarded accordingly.

 CEOs run businesses in an environment where the values of people have been eroded by corruption. As a result, excellent talents have been wasted while businesses continue to underperform and even collapse due to lack of creativity and innovation. A good CEO should be a person capable of identifying talent, developing the talent and rewarding such talent proportionally. The CEO should also be able to notice individuals who are performing well in the business or those who have improved their qualifications and promote them to the standards they deserve.

Set realistic expectations and lead the organization towards the goals

CEOs must be people with leadership qualities. They must be people who have purpose and targets when performing tasks (Swyer, 2003). A good CEO must know what they desire to have, know the time frame within which they need to achieve the desired results and have a method of operation or leadership style that would ensure achievement of the objectives.  In that regard, the CEO should set targets, plan how to achieve them and help the employees or members to focus on the expectations.

Be honest in assessing the performance

A good CEO must be a person of integrity and one who is fair in dealings. CEOs should be able to reward good deeds handsomely and punish wrongdoings moderately and in an understanding manner (Vlocho, 2013).  CEOs should also give promotions based on competence and not favouritism.

Make decisions and stand firm by the decisions

Leaders are decision makers. The whole organization looks up to them to give the final word. It is therefore appropriate that CEOs consult wisely and consider the impact of all available options before settling on one (Chen.et al., 2014). Moreover, once they make a decision, they should be able to stand by the decisions and defend them.    

In the text, Dan Evins is seen to portray several qualities that I deem fit for a leader. First, he is a decision –maker, and once he makes the decision, he defends it to the end. After supporting the idea to dismiss all homosexuals from the company, he stands by the decision firmly. Despite many demonstrations and attempts from the authorities to intercede on behalf of the homosexuals, he does not change his position. He is also seen to campaign for ethical behaviour and is against any quality that the society believes is evil like homosexuality. He is also seen to have expectations about the company and wants the employees to live by the expectations. However, Dan seems to reward people dicriminatively and not competency. He fires competent workers because they are homosexuals.  On a scale of A to F, I would award him a C.

In terms of the change model, the following factors might resist change: 

In instituting mandatory diversity training for employees, external forces like workforce diversity and internal forces like declining effectiveness might hinder change.  In appointing a chief diversity officer, external forces like managing ethical behavior and internal effects like changes in employee expectations might cause resistance (Burnes, 2004).  . Moreover, external forces like technological changes and internal forces like crisis may cause resistance when initiating applications for diversity awards. Lastly, external forces like globalization and internal forces like work climate may cause resistance when establishing a phased retirement program.

 As a mentor, I would first help her to understand the importance of creating a good rapport with people in the office. I would then let her know of her potential and advise her of what she needs to do to achieve that. I would make her learn that people will judge her according to her actions, dress code, and most importantly, how she communicates. Respectfully, I would criticize her dress code and give her an example of the code of dressing while in the office. I would emphasize more on the aspect of communication and inform her of kind and respectful words like please, sorry and thank you, which are simple words but which mean a lot to people.

References

Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re‐appraisal. Journal of Management studies, 41(6), 977-1002.

Chen, S. S., Ho, K. Y., & Ho, P. H. (2014). CEO overconfidence and long‐term performance following R&D increases. Financial Management, 43(2), 245-269.

Dwyer, S., Richard, O. C., & Chadwick, K. (2003). Gender diversity in management and firm performance: The influence of growth orientation and organizational culture. Journal of Business Research, 56(12), 1009-1019.Vlachos, P. A., Panagopoulos, N. G., & Rapp, A. A. (2013). Feeling good by doing good: Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership. Journal of business ethics, 118(3), 577-588.

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