6/10/2022

Why business owners have to manage diversity effectively?

Diversity means the similarities and differences that people do have based on their gender, backgrounds, cultures, ages, sexual orientations, religion, education, functions, tenure, etc. (Bauer & Erdogan, 2009). It is about uniqueness; how different people view the world. It is also about recognizing, respecting, and valuing differences based on where people are from, their ethnicity, gender, age, race, religion, disability, and sexual orientation.


Managing diversity effectively is beneficial to the company because it impacts both the stockholders and the stakeholders. They are impacted through profits gained, company performance, employee satisfaction, and community support. The following are the benefits of managing diversity effectively. On decisions that lead to higher profits, effective management of diversity brings in higher creativity in decision making, due to having a conducive environment that allows diverse opinions, perspectives, and experiences. With a diverse team, more options and possibilities can be considered, hence making creative and quality decisions. Making quality decisions due to diversity have a direct impact on a company’s performance and achievements of goals. Secondly, on customers, effective management of diversity enhances better customer service. This is because there will be a good understanding of customer needs as well as a good understanding of customer behaviors. Having a diverse workforce helps a company to produce products or provide services that can be well received and consumed by diverse customers. This also helps in ensuring customers are well served despite their difference in the way they look, talk, walk, or their gender, age, and what they believe in. 


Moreover, to employees, effective management of diversity produces a more satisfied workforce. This is because employees usually tend to feel good and become loyal to the company if they feel they are being well and fairly treated. Companies with effectively managed diversity usually have a very low employee turnover rate, with happy and satisfied employees who can work to ensure they help a company to perform well and achieve the goals. Effective management of diversity has a very positive outcome on stock prices. It has been proven that investors use the diversity information to judge how well the company is performing. This usually leads to a company having high stock prices as a reward for embracing and promoting diversity. Additionally, in terms of litigation expenses, due to having satisfied employees, the company won’t have to spend money and resources trying to defend themselves and the image of the business in litigation cases. This is because there will be no complaints or little complaints filed against the company. Lawsuits are usually expensive, including attorney fees and settlement costs, which may reach millions of dollars.


Managing diversity effectively and Understanding differences is important because it impacts both the shareholders and the stakeholders of the business. Regardless of gender, race, age, or background, people should communicate well with others they work with to achieve business goals. Managing diversity effectively benefits from diversity because the company will achieve higher creativity, better customer service, higher job satisfaction, higher stock prices, and lower litigation expenses.




References

Bauer, T., & Erdogan, B. (2009). Organizational Behavior. New York: Flat World Knowledge, Inc.

Victorian Government. (2019, July 30). What do we mean by diversity and inclusion? Retrieved from Victorian Government: https://www.vic.gov.au/dpc-diversity-and-inclusion-strategy-2019-2021/what-do-we-mean-diversity-and-inclusion




How the attractors are used?

How the attractors are used?


Attractors 

An attractor is simply a Web site with the potential to attract and interact with a relatively large number of visitors in a target stakeholder group. The strategic perspective regulates how a company perceives and solves various essential and prevalent issues affecting the firm. There are various types of attractors namely: the entertainment park, the archive, exclusive sponsorship, the town hall, the club, the gift shop, the freeway intersection or portal and the customer service center. 


The archive

This is the type of attractor that provides its visitors with the opportunities to discover the historical aspect of the company’s activities. This type of attractor provides universal access to interesting information to its visitors and also enables them to explore the past, much like museums or maybe even more like the more recently created and provided entertainment with educational elements. This type of attractor are built on well-established features of a company which are very hard to imitate, and often impossible to replicate. 


Examples of The Archives

Ford’s historical library of rare photos and a comprehensive story of the Ford Motor Company.


The Town Hall

This type of attractor creates a platform where people can assembly and interact virtually in public forums. This type of attractor can have traffic potential when the figure is of national importance. It provides potentially higher level of interactivity, participation and can be more engaging than sponsorship. Some of the weaknesses of this type of attractor are the continuing problem of advising the potential audience of who is appearing and problem of finding a continual string of drawing card guests.


Examples of The Town Hall

CMP Publications Inc., a publisher of IT magazines (e.g., Information week), hosts a Cyber forum, where an IT guru posts statements on a topic (e.g., Windows 2000) and response to issues raised by readers (Watson, R.T., Berthon, P., Pitt, L. F. & Zinkham, G. M.  2008).


Exclusive Sponsorship

In this type of attractor, an organization is exclusively sponsored for an event of public interest, and uses its Web site to extend its audience reach. This type of attractor enhances the image of the corporation through the provision of timely, exclusive, and valuable information. Sponsorship attractors have broad traffic potential and can attract many visitors in short periods, e.g., the World Cup. 


Examples of Exclusive Sponsorship

Coca-Cola gives details of Coke-sponsored concerts and sporting events


In conclusion, an attractor is simply a Web site with the potential to attract and interact with a relatively large number of visitors in a target stakeholder group. The strategic perspective regulates how a company perceives and solves various essential and prevalent issues affecting the firm. 



References

Watson, R.T., Berthon, P., Pitt, L. F. & Zinkham, G. M.  (2008).  Electronic Commerce: The Strategic Perspective.  Global Text Project. Licensed under a Creative Commons Attribution 3.0 License.

Richard, T. (nd). Web strategy: Attracting and retaining visitors. Retrieved from https://ecampusontario.pressbooks.pub/electroniccommerce/chapter/web-strategy-attracting-and- retaining-visitors/






 

Business Strategy and Policy | The Schools of Strategy


Strategic planning can be thought of as an organized business model that grows along with demand and supply. It is a broad topic that includes management setting goals, analyzing the competitive market, analyzing internal organization and evaluating stratagems for the purpose of improvement, progression and the maximization of the resources available. While all attempt to reach a strategic goal, there needs to a deliberate choice amongst them if the company wishes to optimize their efforts. 

The planning school of strategy is highly objective, highly structured, and inflexible. Strategies result from a controlled, conscious process of formal planning, deconstructed into deliberate steps, each outlined by checklists and checkpoints. Execution of this strategy is ensured through deliberate controlled mechanisms, such as balanced scorecards, to keep track of individual processes. This strategy has more of a focus on stability and structure, as scenario planning is frequently used as a means of accounting for the unpredictability of future events within the plans. Microsoft is a company with a stable foothold in the operating system market that go through multitudes of plans and countless revisions to perfect their products.

The positioning school focuses more so on the strategic element rather than planning aspect for strategic decision-making. The processes and end results are more identifiable and generic within the competitive marketplace. For instance, the strategy formation process is selected based on analytical calculations of competitors, suppliers, customers, substitutes and new entrants. A restaurant must establish prices for their foods that cover costs and allows them to turn a profit. However, they must be mindful, as they have competitors within the area that offers more for less.

Resource-based school of strategy revolves around the concept of competitive advantage, but unlike its two predecessors, it’s more so focused on internal factors rather than the market. The sustainability of competitive advantage is based on to which the extent of their resources can be management, their uniqueness and their availability. Resources such as cash, equipment and vehicles are valuable, but an organization’s competitors can readily acquire them. Instead, a resource is strategic to the extent that it is valuable, rare, difficult to imitate, and non-substitutable. WestJet’s culture provides the firm with uniquely strong employee relations in an industry where strikes, layoffs, and poor morale are common. Their ‘culture’ is a resource that is hard to replicate, which provides them with an effective strategy for staying within the marketplace.

References

Edwards, J. (2022). Mastering Strategic Management. Retrieved from https://ecampusontario.pressbooks.pub/strategicmanagement/

Hattangady, V. (2019). Evaluating Mintzberg’s 10 Schools of Thoughts for Strategy Formulation. Retrieved from https://www.financialexpress.com/opinion/evaluating-mintzbergs-10-schools-of-thoughts-for-strategy-formulation/1609541/

Ritson, N. (2013). Strategic Management. Retrieved from https://my.uopeople.edu/pluginfile.php/1567123/mod_book/chapter/331954/BUS4403StratMgt.pdf

Out-Nyarko, D. & Sarbah, A. (2014). An Overview of the Design School of Strategic Management. Retrieved from https://www.scirp.org/html/11-1530092_48145.htm


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