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DISCRIMINATION

3

Abstract

InAmerica discrimination should not be expected to arise in workingplaces, whether a person is a Latino American or any other.Leadership without proper strategy is no better leadership than apoor leadership. Where discrimination is, then strategic leadershipis lacking. Therefore by all means, any leadership must ensure thatit has its strategies in place if it’s to achieve its objectivesmoothly .It’s here where strategic leadership becomes verycrucial.

Strategicleadership is essential for the survival of any organization. Thestrategies, must always be implemented, and also must be evaluatedfrom time to time to ensure a better and well performingorganization. Therefore, the case of Mariabeing discriminated at work should not arise in strategic leadership.

Americais known as the land of opportunity, where more advanced leadershipat than any other place is expected .Strategic leadership gives thevision as well as the direction that is needed for the growth andsuccess of an organization. In order to deal with change successfullyall executives need the skills and tools for both strategyformulation and implementation (Supraner, 2010). Managing change andambiguity requires strategic leaders, who cannot only provide a senseof direction but also build alignment and ownership within theworkgroups to implement change, and eventually to ensure order in theorganisation . The case of Maria being discriminated at work showsthat the management of the company lacks the required strategies tosurvive in a place like America (Mullen and Stumpf, p. 255, 1992).

Inorder to prepare minds on large scale, it is critical for companiesto focus on a strategic direction as well as transform theorganization, such that all minds get ready for the new level. Thisinvolves getting the employee pointed in the right direction with theability to learn and adapt concurrently so as to ensure that thestrategy will deliver what leaders are looking for. It is thereforethrough such measures that one succeeds easily. (Dunbar and Stumpf,p. 825, 1989).

Successrequires a different way of thinking, for example, how to use theresources of the organization to formulate and execute strategies isa very important virtue . Leaders must take the continuous challengeof how they can meet the expectations of those who placed them therein order for everything to fall in place. So as to address theseexpectations, leaders use tactics that are in the form of strategicdecisions and actions. The strategy can only succeed if the leader isable to adjust to the conditions that are dictated. (Greene, 2013).But it is known that leaders do not learn enough, fast enough, and doenough on their own. Therefore if they are to be in as leaders ontheir own, they must rely on the prepared minds of the employeesthroughout the whole organization in order to understand thestrategic intent, and also in order to carry out the current strategyand adapt it on real change. The changes must also focus at the realaims of which the organization is to achieve (Mullen and Stumpf, p.967 ,1992).

Thestrong shift which is taking place in most managements is frompredictive to non-predictive demand. A case like this of Maria shouldnot be allowed to exist in any form of good leadership, or workingplace .In other words it is from Push to Pull methodologies, wherethe current leadership strategies are moving. A close look at the twomethodologies reveals the effectiveness of the new language ofleadership that has now taken root in our societies. Pushorganisations have a top-down plan. They are centralised and haveclear procedures. They are more resource-centred andefficiency-focused, and they restrict involvement and participationin decision-making (Denning, 2007).

Onthe other hand, Pull businesses involve normally recognisedleadership that depend on being highly uncertain. They involve andhave an independent plan and design. They are highly decentralised,promote independence, focussing and encourage decision-making(Akomalafe, 2013). In this sense, the business must really and trulyventure in style in order to survive. The plan and design of thebusiness must be widely embracing, and encompassing so that it maythrive always s it is intended to be (Denning, 2007).

Ittakes more than a close look at these two major methodologies thatreveals the reality of the new language of leadership in the presentbusiness world (Greene, 2013). More so, leaders armed with this newlanguage of leadership are able to work better in engaging theworkforce or communities to achieve the vision and targets of theirorganizations (Denning, 2007). The language must be put in practiceand not only in theory as such but the whole new language ofleadership involves doing what you know that is right rather thanjust sitting in the office and giving orders . Leaders must thereforewelcome the new language, which suggests that they must be reallyflexible, and honest to the real principles of leadership, if at allthey are to succeed. (Denning, 2007).

Leadershipas unique as it is, and dynamic as it has proved to be, provides abetter and more conducive environment in any way that it can beproperly practiced. As such mankind is sure to always achieve his settargets through proper channels of leadership . As the language isnow new, then, this does not put off that old is not gold (Denning,2007).

Thechallenge here in not to not only produce a winning strategy in timebut to change employees so that they can be smart enough and motivatethem enough to execute the strategy and change it as conditionschange (Billikopf, 2006). Here is where a leader is required to focusas much as possible on the laid down strategies. Getting down to realbusiness is the way out. In this position, the leader is required tofocus on the human dimension as well as analytical dimension as muchas possible. The focusing contributes to a well functioningorganization without any doubt. In this way, the company flourishes(Dunbar and Stumpf, p. 127, 1989).

Leadershipis about innovators as well as change agents .Change must bethroughout. Strategic orientation involves the ability to beinnovative with the daily visions and concepts (Mullen and Stumpf, p.98, 1992). Then be able to see the big picture.Leadershipcannot change overnight to be something it is not. In leadership,certain practices must remain as they are. The leader practices theexisting skills, and influencing other existing skills as well. Here,leaders must be in position of having problem-solving skills,decision-making skills as well as creative/critical thinking skills.Other practitioners must also be trained in educational environment.In addition, the leadership must be more interactive (Dunbar andStumpf, p. 300, 1989).

Lookingclosely at Maria’s case shows that she is Latino America ,a secondgeneration native-born American, where there is a possibility of herbeing discriminated upon ,but in some cases the mistakes may be withthe person who claims to be segregated. The leader must communicatethe vision and mission of the organization effectively (Mullen andStumpf, p. 387, 1992). He must ensure that the leadership is moreinteractive. In layman`s language, the leader must be armed with thenecessary skills in order to be a better leader. No proper leadershipcan discriminate against someone like Maria. The Leader must buildlarge scale minds through being nothing less than a leader. The mindsmust be made to be decisive enough to take charge (Mullen and Stumpf,p 55,1992).

Conclusion

Noleadership or management should discriminate someone like Maria justbecause of her cultural values and beliefs. Maria must in any case begiven first priority for promotion (Greene , 2013). Strategicleadership must also give room for proper evaluation of the work.Apart from implementation, which might be not so easy, it dependswith the leader as he is in-charge of steering the organization tothe next level. The skills possessed by the manager are very useful,and here is where the case of Maria cab be accommodated (Dunbar andStumpf, p. 205, 1989).

References

1.Akomolafe, S (2013).THEINVISIBLE MINORITY: REVISITING THE DEBATE ON FOREIGN-ACCENTEDSPEAKERS AND UPWARD MOBILITY IN THE WORKPLACE.Journal Of Cultural Diversity, 20(1),7-14.

2.Billikopf, G (2006). PROMOTIONS,TRANSFERS &amp LAYOFFS.UniversityOf California, retrievedfrom http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/04.htm

3.Denning, S.(2007). TheSecret Language of Leadership:Hertfordshire, England ,Jossey-Brass Publishers

4.Dunbar. R. &amp Stumpf. S(1989)Trainings that demystify strategicdecision making processes. Journal of Management Development.

5.Greene, D.(2013). CATEGORICALLY BLACK, WHITE, OR WRONG:”MISPERCEPTION” AND THE STATE OF TITLE VII PROTECTION. UniversityOf Michigan Journal Of Law Reform, 47(1),87-166.

    1. 6. Mullen T. &amp Stumpf. S(1992)^Taking Charge: Strategic Leadership in the Middle Game, Prentice-Hall, Inc.,

    2. 7. Supraner, L (2010). 3 CROSS-CULTURAL WORKPLACE CONFLICTS FOR AMERICANS AND HISPANICS. Culture And Language Training For A Multicultural Workplace, retrieved from http://www.callearning.com/blog/2010/03/cross-cultural-workplace-conflicts-for-americans-and-hispanics