Organizational culture or rather the environment of the organization is the heart or soul of the establishment. The organization, in essence can be seen as a living thing because culture determines thinking; whether individual or society. For instance, being part of a society where freedom of religion is a choice people from all over the world find America an ideal place to live, to work, raise their children, and also have hopes to worship their God without restraint. Notably, most businesses have those same ideals, except a few where laws established by the government help to curb those business who infringe upon the rights of their employees. Not only the right of religion, but one law in particular where employers and managers who discriminate in regards to race, ethnicity, women and sexual orientation, and where law provides release from those troubled through equal opportunity measures. In essence, this paper will provide content that focuses as a how-to guide to leadership while re-establishing a workplace where the culture is restrictive as far as religion, that is, to reorganize its culture so that their employees’ work is not hindered; this reorganization includes, promotion, and other challenges of these diverse groups.
The First Amendment to the United States reads, “Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the Government for a redress of grievances.” [First Amendment]. Hence, with regards to the amendment one can ascertain that most people carry their God with them into the work place, however, this has presented a problem and begs the question that asks what if ones God is not Christian? In accordance, with this occurrence the Equal Employment Opportunity Commission [EEOC] was established to handle cases of just cause due to employer inconsideration or violation of someone’s rights. Considering this, in an effort to restructure culture of this organization which supports these diverse employees mangers must consider their employees as people; instead of, employees, said Peter Drucker in his article, “They’re Not Employees, They’re People” (Drucker, 2002). In explanation, one can say that people run companies while managers do their duties behind the scene. For example, a restaurant worker, whether cook or waitress are deciding factors in whether a patron will come back. It is the case, this thought is not withstanding upper management who handles cash flow all the way to the bank, however, it is the cook who does the ‘meat’ of the work as well as the waitress who serves it to interact with customers in a friendly and professional way. In essence, one should know that without good food and good service people would be one time customers to any establishment, and this same thinking would carry over to a print shop, a cleaner, a hotel or a bank where customer satisfaction is a must. Moreover, if employees and those they serve make the business would it be just to deny them their needs? Certainly not, and as Drucker (2002) added, in essence, that employers today have lost their first love of people where many employees have not intimate relationships with bosses because of outsourcing and lends to [those who use this hiring process] employees being more of a commodity than people.
The attenuation of the relationship between people and the organizations they work for represents a grave danger to business. It’s one thing for a company to take advantage of long-term freelance talent or to out-source the more tedious aspects of its human resources management. It’s quite another to forget, in the process, that developing talent is business’s most important task—the sine qua non of competition in a knowledge economy. If by off-loading employee relations, organizations also lose their capacity to develop people, they will have made a devil’s bargain indeed (Drucker, 2002, para.2).
Hence, the first part of the plan to reconstruct culture would be to have all employees work in-house for at least one year so that employers can learn who they are, which includes religious preferences, because one of requirements of EEOC is that employees tell their employers of their religious preferences before filing a claim. It is the case, that people cannot accommodate what they know nothing about and is not a ground for discrimination if this requirement is not meet. Also noteworthy, is knowing who is a single parent, whether, male or female, because these people have a tendency to be off work and is a chance to review policy on Paid Time Off [PTO] to make changes for all, but, especially for these reasons. It is the case, that while people do tend to take off unnecessarily not everyone does and employers should be empathetic to those needs. The premise of PTO lends further assists, as well as; to those whose religious preferences might take them off of work because of services and Sabbaths other than Sunday, Christmas and the other various rituals of Christian worship.
This section of the article will include the House and Mitchell Path Goal Theory. Plunkett (2013) wrote that a path-goal theory is such that shows how leaders treat their subordinates, that is, that an employee is successful or hindered by the way their employers treat them [House and Mitchell Path Goal Theory Section; para. 1]. In these terms Plunkett (2013) further wrote The path–goal theory suggests that a leadership style is effective or ineffective on the basis of how successfully leaders influence and support their subordinates’ perceptions of certain factors” (Plunkett ,2013, p.458, para. 1).
The factors are:
1. Goals that need to be achieved
2. Rewards for successful performance
3. Behaviors that lead to successful performance (Plunkett, 2013, p. 458. para. 1).
In accordance with the freedom religion problem in the work place managers should be aware sense people tend to take their god everywhere they go and sense, at least eight hours of the day are spent in the workplace that they cannot expect religion to be left at the door. In essence, mangers should note that when an employee clocks in so does their religion. Therefore, performance can be hindered when certain needs are not met such as (a) accommodation such as scheduling or rescheduling, (b) lack of consideration in dress if needed, and (c) no address of PTO when needed to address worship days. For example, Jane needed informed her managers that she needed Saturday off in honor of the Sabbath Day referencing. In explanation any person with regard to employment would tend to be enthusiastic about going to work, a supportive environment and their managers if they are respected in all aspects of who they are.
Plunkett (2013) wrote:
According to the path–goal theory, leaders can influence subordinates’ motivation by (a) teaching employees the competencies they will need to perform successfully and gain rewards, (b) tailoring rewards to meet employees’ needs, and (c) acting to support subordinates’ efforts. Teaching (coaching, development, and training) builds confidence and competencies. Adapting rewards to the specific needs of individual employees makes them more appealing. Supportive behaviors assist subordinates as necessary, enabling them to achieve both personal and organizational goals (House and Mitchell Path-Goal Theory; para. 2).
It is the case, that managers are not baby sitter and need skillful and reliable employees, however, people cannot do their job properly if they feel they are no liked, or that they will be fired because of their preferences. According to Business Management Daily the authors, concerning leadership wrote, “Don’t just be a boss — be a leader. Maximize your leadership skills in the five most crucial areas: decision making, executive coaching, leadership training, strategic management and understanding your leadership style.” (Business Management, p. 2, para.1). Additionally, managers should make themselves available to answer questions, schedule meeting with subordinates when requested or as a group as a whole. It is the case, that employees need to see their management more than when work is slow, but also when work is going well. For example, if the only time employees see their bosses are when goals are low then this says something about the boss. In general, money usually is the motive and not a caring spirit behind to visit. Contrastingly, if one person is doing well on a project and are praised, should those who do not do so well be motivated as well. To finish the Business Management article concluded, “Situational leadership changes depending on the type of leadership (direction and support) each of your employee’s needs.” (Business Management, p. 2, para.2).
Lastly, issue ultimatums for a manager who cannot be supportive in regards to all employee needs, because of uncaring managers in business many companies have become respondents in lawsuits. It is better to open one’s mind to the diverseness of other people. In this article not everyone is Christian, but see too, that not everyone is Jewish, studies Buddism, and not everyone even believes. Hence, companies should be understanding of these, that is, that others might think differently. Comparatively, not all employees have the same skills, where one can some or better in one area and other another. Therefore each situation is different. Managers need people skills first for themselves and secondly for their employee that way everyone grows. In turn, House and Mitchell Path Goal Theory applied so that their employees work is not hindered; this promotion, schedule days off and other challenges of these diverse groups.
Leadership: Leadership Development Methods and Tips.