JKL Industries: Policies And Processes To Promote Cultural Diversity And Ethical Values

Overview of JKL Industries

Apply policies to ensure that the organization’s cultural diversity and ethical values are adhered to

JKL Industry has made a lot of policies to ensure that the organizations cultural diversity and ethical values are adhered to. Due to interactions of many people from different backgrounds and age meet, a backlash always occurs. The organization recognizes, respects, celebrates and promotes the culture of diversity. Living as a community is paramount (Chen, 2016).

The subject of social psychology is socio-psychological phenomena and processes that are the result of human interaction. This interaction is built on the basis of public and interpersonal relations. Both series of relations

Describe at least two pieces of JKL Industries’ policy or procedure that conflict with the team’s behavior towards the employee

There are several conflicting policies, they include;

1. Pay conditions that are in conflict with the organization
2. Poor Communications and organizational climate

Identify one piece of relevant legislation that has informed the JKL policies and reinforced the company’s commitment to becoming an industry leader in cultural diversity and ethical values

Change in business environment has allowed JKL to move from a small business to a leader in the industry with change in the truck size and folk lifts to be sold. Communication is a complex, multifaceted process of establishing and developing links between people, generated by the needs of joint activities and including the exchange of information and the development of a unified strategy of interaction (Colbert and Purvanova, 2016).

Describe how policies and processes can help to promote cultural diversity, ethical values and relationship-building

Some policies like restructuring and communication will help JKL in the following ways. Communication is possible only with the help of sign systems. There are verbal and non-verbal means of communication. Verbal means include oral and written language. For non-verbal – gestures, facial expressions, pitch and timbre of voice, speech pauses, etc. Communication is understood as the reality of human relations, assuming that any forms of communication are included in specific forms of joint activity: people do not simply communicate in the process of performing various functions, but they always communicate in some activity, “about” it (Karanges and Lings, 2015).

Describe any changes or additions you would make to JKL Industries’ policies or processes, including future communications intended

Communication has a function of influence, in which the “reverse effect of communication on activity” is manifested, that is, activity through communication is not simply organized, but it is enriched, new connections and relationships arise between people. In the structure of communication three interrelated parties are distinguished: communicative, interactive and perceptual.

Change in JKL Industries

Explain how you intend to approach the team to resolve this particular issue fairly and how that will be consistent

The set of information that people exchange among themselves can be viewed as information, and then the very process of communication can be understood as a process of information exchange. With every consideration of human communication from the point of view of information theory, only the formal side of the matter is fixed: how information is transmitted, while in the context of human communication, information is not only transmitted but also formed, refined, developed. Therefore, it is necessary to clearly place all the accents and identify specific features in the very process of information exchange, when it takes place in the case of communication between two people.

First, there must necessarily be two individuals in it, each of which is an active subject. At the same time, their mutual information implies the establishment of joint activities.the specificity of the human exchange of information lies in the special role for each participant in communicating this or that information, its significance. People do not just “exchange” values, but tend to work out a common meaning.

Secondly, there should be the possibility of mutual influence of partners on each other through a system of signs.Thirdly, influence in communication can be realized only if there is a single or similar codification system for the communicator (from the speaker) and the recipient (ie, the listener).

Fourth, communication barriers are always possible. In this case, clearly there is a connection existing between communication and attitude. Communication barriers can arise due to the lack of a common understanding of the situation of communication: linguistic, political, religious, professional, may be psychological in nature (Kick and Thomas, 2015,).

Question 2:

• Use the following bullet points to plan how you will conduct the meeting. Consider a sensitive introduction to the matter that led to the need for this meeting

To preside over a meeting with sensitive information, the following should be done

• Ensure that only the parties that are supposed to be there are there. Other employees example lower management maybe told that this meeting is private and has sensitive information
• Ensure that trust is paramount and you will reveal that the information is sensitive.
• Sometimes ensure that mobile phones are not carried to the meeting room to prevent recording
• Ensure that you set the rules and consequences upon any leak of sensitive information.

Describe what potential problems may occur if the team ignores this matter and outline the benefits of arriving at a suitable resolution

When the team ignores

• You may take disciplinary action on the person that released the sensitive information
• Fines and penalties may also be used as tools to use against such people
• Information sent may injure the reputation of the company and therefore should be closely guarded (Reina and Reina, 2006).
• Take steps to ensure such will never happen again.

Consequences of unacceptable behavior while maintaining trust

• The consequences include the loss of trust and confidence on a particular person. He or she may be fired or given warning. If there seem to be no trust at all, the person with unacceptable behavior will be kicked out of the meeting while disciplinary actions may be started.
• In the event that the behavior continues, drastic actions such as dismissal, warnings, suspensions, fines and penalties may be imposed.
• This will create trust when information is not released.

Question 3

Team building and seminars are good networking strategies for the company. In the end, social interaction changes the space in which we work. For generation Y, work is not automatically associated with one fixed address. What is important is getting the right results at the right time. A Cisco study shows that about 40 percent of Generation Y employees would agree to a lower salary if the employer provided them with a high degree of flexibility in relation to the workplace, as well as the corresponding devices and applications (Sias, 2014).

Conflicting Policies and Procedures

Information technology should support mobile collaboration in networking

Smartphones and Tablet PCs have long been a part of everyday work life. Generation Y wants to be able to access corporate IT systems on the go and at home as easily, and work as productive as in the office. Regardless of where the employees currently work, they should be able to organize videoconferences with customers, suppliers and project teams. To solve specific tasks and implement projects, companies form temporary groups with members who have never met personally and spread around the globe (Simmons, 2017).

How the article could assist managers with identifiable/measurable outcomes for their teams

When the team works well, there is greater productivity and efficiency. Team building creates a family like atmosphere where there is no toxic competition, rivalry and workplace politics. The measurable outcomes are always a better system to operate in and good working environment (Vassou and Theocharous, 2017).

Question 4

Prepare a plan to develop and maintain internal and external relationships, including a schedule for the next three months 

Networking Activity	person	schedule	Description/ rationale for networking	Date for follow up review
seminar	Staff- accountant	September	Enhance skills	12-9-2018
Team building	General staff	October	Bonding and having social capital	12-10-2018
Team building	General staff	November	Bonding and intermingling with other employees	13-11-2018

 Provide a rationale for each activity

For seminars and conferences, the rationale of the activity is to provide enhanced skills to the employees. They are meant to add the level of employee competency through seminar skill and experience. This is one of the major networking activities by JKL industries where it is used to enhance employee competency and efficiency (Vogel and Kreysch, 2018).

Team building on the other hand is a networking activity which is internal in nature where employees are supposed to increase their level of interaction and having a day or two out of the workplace. 

Reference List

Chen, M.H., 2016. Construct development and testing of a measure of Guanxi quality: understanding workplace relationships from a cultural perspective (Doctoral dissertation).

Colbert, A.E., Bono, J.E. and Purvanova, R.K., 2016. Flourishing via workplace relationships: Moving beyond instrumental support. Academy of Management Journal, 59(4), pp.1199-1223.

Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal communication on employee engagement: A pilot study. Public Relations Review, 41(1), pp.129-131.

Kick, A.L., Contacos-Sawyer, J. and Thomas, B., 2015, July. How Generation Z’s reliance on digital communication can affect future workplace relationships. In Competition Forum(Vol. 13, No. 2, p. 214). American Society for Competitiveness.

Reina, D.S. and Reina, M.L., 2006. Trust & betrayal in the workplace: Building effective relationships in your organization. Berrett-Koehler Publishers.

Sias, P.M., 2014. Workplace relationships. The SAGE handbook of organizational communication: Advances in theory, research, and methods, pp.375-400.

Simmons, N., 2017. Cultural discourses of privacy: Interrogating globalized workplace relationships in Japan. Journal of International and Intercultural Communication, 10(1), pp.44-61.

Vassou, C., Zopiatis, A. and Theocharous, A.L., 2017. Intercultural workplace relationships in the hospitality industry: Beyond the tip of the iceberg. International Journal of Hospitality Management, 61, pp.14-25.

Vogel, R., Hansen, N.K. and Kreysch, M., 2018, July. Implicit Leader-and Followership Theories and Interpersonal Attraction in Workplace Relationships. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 14181). Briarcliff Manor, NY 10510: Academy of Management.