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Management behaviors: resourcesinterclean scenario and ch. 14 of managing management behavior esources: interclean scenario and ch. 1–4 of managing human resources Consider the following scenario: Imagine you are a midlevel sales manager at InterClean, Inc., responsible for 3 first-level managers. In response to a merger that is about to take place with EnviroTech, you have been given the task of drafting a memo to your supervisory team on the importance of managerial behavior. Write a memo of no more than 1,050 words that includes the following: An explanation of how a manager’s behavior can affect the productivity of his or her workers A description of the types of management actions that comply with employment laws and those that do not A description of some best practices for working with a diverse work environment Draw from your experiences and readings for each aspect of your memo APA format

Paper For Above instruction

Managing human resources effectively is critical during organizational changes such as mergers, where leadership behaviors significantly influence workforce productivity, legal compliance, and diversity management. As a midlevel sales manager at InterClean, Inc., responsible for overseeing three first-level managers, it is vital to understand the profound impact of managerial behavior, especially amidst the upcoming merger with EnviroTech. This memo aims to elucidate how managerial conduct can influence employee productivity, delineate lawful and unlawful management actions, and outline best practices for fostering an inclusive and diverse work environment, grounded in current management theories and practices.

Impact of Managerial Behavior on Employee Productivity

Managerial behavior plays a pivotal role in shaping employee attitudes, motivation, and overall productivity. According to Robbins and Coulter (2018), leadership behaviors, including communication style, feedback provision, and recognition, directly influence employee engagement levels. For instance, transformational leadership—characterized by inspiring and motivating employees—has been linked to higher job satisfaction and enhanced performance (Bass & Avolio, 1994). Conversely, authoritarian or inconsistent behaviors may lead to confusion, decreased morale, and ultimately, lower productivity.

In the context of a merger, managerial behavior becomes even more critical as uncertainty can diminish workers' confidence and commitment. Managers who demonstrate transparency, provide clear expectations, and show support can mitigate negative anxieties, fostering a positive environment where employees feel valued and motivated (Lunenburg, 2010). Furthermore, managers who model ethical behavior and demonstrate integrity can establish trust, resulting in higher commitment and discretionary effort from subordinates (Brown & Treviño, 2006).

It is essential that managers invest in developing emotional intelligence, as Goleman (1998) suggests, because their capacity to recognize and manage their own emotions and those of their team members enhances communication and conflict resolution, thereby promoting a more cohesive and productive workforce. Effective managerial behaviors, therefore, are instrumental in maintaining high productivity levels, especially during periods of organizational transition.

Legal and Illegal Management Actions

Compliance with employment laws is foundational for responsible management. Legally permissible actions include non-discriminatory hiring practices, ensuring equitable pay, providing safe working conditions, and adhering to labor regulations concerning hours and wages (U.S. Department of Labor, 2022). Managers must be aware of laws such as Title VII of the Civil Rights Act, which prohibits discrimination based on race, gender, religion, or national origin (EEOC, 2023). Implementing unbiased recruitment processes, offering reasonable accommodations for disabilities, and fostering an inclusive environment are legal imperatives.

Conversely, unlawful management actions encompass discriminatory practices, harassment, retaliation, or unfair labor practices. For example, favoritism, firing based on protected characteristics, or creating a hostile work environment violate federal and state laws (Equal Employment Opportunity Commission [EEOC], 2023). Additionally, engaging in coercive or manipulative tactics to pressure employees or violating privacy rights also constitute illegal behaviors.

During the merger, managers must exercise caution to avoid unlawful conduct, particularly as organizational changes may increase tensions and temptancies for favoritism or bias. Ensuring compliance involves continuous training on employment laws, establishing clear policies, and fostering a culture of transparency and fairness (Cascio & Boudreau, 2016). Moreover, managers should encourage whistle-blowing and provide mechanisms for reporting unethical conduct without fear of retaliation.

Best Practices for Working with a Diverse Work Environment

Diversity in the workplace encompasses differences in race, gender, age, cultural background, abilities, and perspectives. Recognizing and leveraging this diversity can lead to increased innovation and better decision-making. Best practices for managing diverse teams include fostering an inclusive culture, practicing cultural competence, and implementing bias mitigation strategies (Mor Barak, 2016).

Firstly, managers should promote open communication by actively listening to employees’ concerns and valuing diverse viewpoints. Training programs on cultural awareness and unconscious bias can reduce prejudicial attitudes and foster mutual respect (Kumar & Craig, 2018). Establishing clear policies that prohibit discrimination and harassment are also crucial components of an inclusive environment.

Furthermore, equitable opportunities for development and advancement should be provided to all employees to prevent perceptions of favoritism. Recognizing individual strengths and encouraging collaborative team-building can enhance cohesion and morale (Cox & Blake, 1991). It is equally important for managers to adapt their leadership styles to meet diverse cultural expectations, demonstrating flexibility and sensitivity.

During the merger, emphasizing diversity management will be especially pertinent, as integrating different organizational cultures necessitates deliberate strategies for inclusivity. Leaders who model inclusive behaviors and promote diversity as a strategic asset can create a resilient, innovative workforce capable of thriving amidst change (Nishii & Mayer, 2009).

Conclusion

In conclusion, managerial behaviors critically influence employee productivity, compliance with employment laws, and the effective management of diverse workforces. Leaders at InterClean, Inc. must exhibit transparent, ethical, and supportive behaviors to foster motivation and trust, particularly during the upheaval of a merger. Ensuring action aligns with legal standards is not only a moral obligation but also vital for organizational sustainability. Adopting best practices for managing diversity can harness the full potential of a multicultural workforce, driving innovation and organizational success. Strategic and conscientious managerial conduct, therefore, is essential in navigating the complex landscape of organizational change and workforce management.

References

Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.

Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103-114.

Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. The Executive, 5(3), 45-56.

Equal Employment Opportunity Commission (EEOC). (2023). Laws Enforced by EEOC. https://www.eeoc.gov/statutes/laws-enforced-eeoc

Goleman, D. (1998). Working with emotional intelligence. Bantam Books.

Kumar, R., & Craig, R. (2018). Cultural awareness and unconscious bias training: Strategies for developing inclusive leaders. Journal of Management Development, 37(2), 163-176.

Lunenburg, F. C. (2010). The leadership theories of Lewin, Mandel, and McGregor. National Forum of Educational Administration and Supervision Journal, 27(4), 1-11.

Mor Barak, M. E. (2016). Managing diversity: Toward a globally inclusive academic environment. Sage Publications.

Robbins, S. P., & Coulter, M. (2018). Management (14th ed.). Pearson.

U.S. Department of Labor. (2022). Wage and Hour Division. https://www.dol.gov/agencies/whd