How to Manage a Diverse Work Team

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Abstract Work teams grow increasingly diverse when new organizational structures and labor demographics change. Teams with varied members function differently than ones with homogeneous members, according to literature on managing diversity. As a result, companies need to consider the influence of work teams. Research on diversity management has demonstrated that teams consisting of members with various backgrounds function differently than those whose origins are similar. Diversity may be found in many various contexts, including but not limited to culture, color, religion, age, sex, and handicap. Numerous studies have acknowledged the benefits of having a diverse workforce, even though others may point out possible drawbacks. Thus, by valuing and acknowledging each person's abilities and efforts, businesses may promote a happy and fair work environment. The purpose of this study is to review academic publications that provide several frameworks for understanding the dynamics of heterogeneous teams.

Introduction The most valuable resource that a company can have is unquestionably its people. Because of this, concerns pertaining to employees are becoming more and more well-liked among academics, policymakers, company managers, and other stakeholders. Managing workplace diversity is one topic that has attracted a lot of attention. Scholars and company managers alike have shown a fair amount of interest in the topic of workforce diversity. Efficient management of workforce diversity may be summed up as acknowledging, comprehending, and celebrating the individuality of every member of the team. It is important to note that profit margin growth shouldn't be the sole driving force behind this. Nevertheless, a varied workforce may spur greater innovation and creativity among staff members ( Johnson, et al., 2022) . The top personnel will naturally gravitate toward and be recruited by an employer with a solid reputation for managing their staff. As a consequence, this group will contribute a variety of expertise and experience from working with a wide range of clients. However, variety is not without its restrictions. Some workers may not fit in particularly well, which prevents them from contributing to the team's success as a whole. In spite of this, the advantages exceed the drawback. Diversity is about valuing and acknowledging each person's individuality. Individuals can differ in a variety of ways, including physical ability, age, gender, sexual orientation, and race. Diversity in the workforce has therefore grown to be a significant commercial concern. The goal of managing it should be to create a safe, supportive, and congenial work environment in addition to the possibility of enhancing the profit margin. Effective personnel management brings several benefits to any firm. Literature Review

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While some academics claim that diversity is a source of strength for businesses, others argue that it is a source of weakness. The results of decades' worth of study on diversity and team success have been erratic and uneven. Diversity has two drawbacks. Better invention, ideas, and creativity from people from varied social backgrounds are among the positive consequences of diversity ( Obuba, 2023). Staff turnover is increased by employees' perceptions of differences and negative attitudes toward different employees, which weaken interpersonal relationships and social cohesiveness. Research indicates that a company's performance may suffer if its personnel is not homogeneous. Workplaces with a diverse workforce frequently struggle with excessive absenteeism, poor morale, and ineffective or nonexistent communication. There's a greater chance of employee dissatisfaction and less loyalty to the organization. According to a different study, a group of people from different countries tends to have more disagreements, creativity, and output. Every nationality adds to the collective experience and knowledge of the community. A worker is more likely to maintain social distance when he works with colleagues from other nations. The inaction of a group member is known as social distance. People feel more at ease around someone that they perceive to be similar to them. A research found that people hate those who are different from them and prefer people who are similar to them ( Iszatt‐White et al., 2019). Dutch people think that they are more similar to English people than to Turks. As such, working with an English person will make a Dutch person more eager and at ease than working with a Turk. Social divides across countries indeed exist and have a tendency to stay that way throughout time. This societal divide may cause issues in the workplace. Different workers may elicit a more unfavorable response from managers than similar ones. These unwanted reactions might reduce a person's capacity on an individual and organizational level. Negative workplace behaviors include bias, stereotyping, insufficient

communication, uneven organizational socialization, and unfairness in the workplace. Teams with a high degree of diversity frequently argue over divergent viewpoints. Due to their differing viewpoints, diverse teams quarrel more than ones with less variety. Differing viewpoints and attitudes can lead to arguments. It causes team members to become polarized into low-interacting subgroups, which hinders communication and makes reaching consensus challenging. When deciding how to plan the company's development, certain team members could be risk-averse. Some could take more chances and favor aggressive growth tactics. It causes polarization, ongoing arguments, and problems working as a team. Teams with little diversity are more likely to do worse than those with strong diversity because members of the former are more willing to question the latter's viewpoints, which results in more accurate assessments. Diversity enhances an organization's financial sustainability and agility, according to some study. Having a diversified staff may provide an organization with a competitive edge and increase its adaptability to changes in the market. Because diverse teams may access more knowledge to handle complicated situations, they may improve organizational performance. Diverse teams are more likely to experience dysfunction because of communication issues, but they also foster creativity and high performance ( White, 2021). Diverse teams may find it difficult to reconcile their history, norms, and values when working together. According to the first assessment of the literature on workplace diversity, the majority of studies focus more on outlining the advantages and disadvantages of diversity than they do on explaining how diverse teams may be led and managed more effectively (Brett et al., 2020). This research focuses on how managers may effectively lead and manage a diverse workforce to minimize negative consequences and reap the benefits of diversity.

Advantages of Workforce diversity Ignoring the fact that the majority of businesses operate solely to maximize profits would be hypocritical. As a result, this objective will be the focus of the majority of organizational actions. Effectively managing the diversity of the workforce may quicken the process by giving the business a competitive advantage. Diversity in the workforce has also been attributed to an increase in market share ( Bai et al., 2022). This is due to the fact that a varied firm have the skill set required to handle a multicultural clientele. In a similar vein, several studies have demonstrated that the majority of consumers favor doing business with individuals who they believe have similar qualities with them. A company's profit margin can rise dramatically with a strong employer brand. This is due to the fact that a well-regarded business will inevitably draw in, hire, and keep the finest employees ( Zacher et al., 2023). Diversity in the workforce is one element that has improved this brand. Businesses with a diverse staff, and hence a strong brand, experience over 40% cost savings in the hiring process. The management standard will almost certainly rise after hiring the top candidates, a varied group of people. This is because anti-discrimination measures are required of managers by a number of laws and ethical standards. Additionally, managers learn how to deal with a wider range of individuals, making them equipped to handle a more diversified clientele. Methods of Managing Diverse Team An essential component of managing a diverse team is the implementation of cultural competence training. By providing such training for all team members and managers, organizations can elevate awareness and understanding of diverse cultural backgrounds. This initiative creates an environment where individuals feel comfortable sharing aspects of their

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culture, contributing to the establishment of a workplace that values and respects diversity. Cultural competence training lays the foundation for open communication, fostering a sense of inclusivity within the team. Encouraging open and transparent communication is paramount in managing a diverse team. Regular team meetings and one-on-one sessions create opportunities to discuss both work- related and personal matters, fostering trust and understanding. Establishing a culture of open communication helps strengthen team dynamics, allowing team members to express themselves freely. This approach ensures that diverse perspectives are heard and valued, contributing to a collaborative and supportive work environment. Recognizing and accommodating diverse needs is vital in effective team management. Implementing flexible work policies, such as remote work options, flexible hours, or compressed workweeks, allows organizations to cater to individual preferences and requirements. By providing flexibility, managers create an environment that supports the varied needs of a diverse team, promoting work-life balance and overall employee satisfaction. Promoting diversity in leadership roles is a strategic move to inspire and motivate a diverse team. Actively seeking and nurturing talent from underrepresented groups contributes to a more inclusive organizational culture. Showcasing successful examples of diversity in leadership serves as a visible reminder of the value placed on diverse contributions at all levels of the organization ( Ahmed, 2023). This practice helps cultivate an environment where team members, regardless of their backgrounds, feel empowered and motivated to contribute their best to the collective success of the team. Application of Management Concepts in Managing Diverse Teams

Effectively managing diverse teams necessitates the application of fundamental management concepts to ensure a harmonious and productive work environment. Three critical management concepts—strategic planning, conflict resolution, and performance evaluation— play pivotal roles in navigating the complexities of diverse work environments. Strategic planning is the bedrock upon which successful management of diverse teams is built. Managers must proactively develop strategies that acknowledge and embrace diversity as a valuable asset. This involves setting inclusive goals that consider the unique strengths and perspectives of team members. Strategic planning also includes the formulation of policies that promote diversity and inclusion, ensuring that organizational objectives align with the principles of equitable representation and equal opportunity. By embedding diversity considerations into strategic planning, managers lay the groundwork for fostering an inclusive team culture. Conflict is an inevitable aspect of any workplace, and in diverse teams, varying cultural backgrounds and perspectives can contribute to tensions. Effective conflict resolution becomes paramount in managing diversity ( Aggarwal & Woolley, 2019) . Managers need to employ culturally sensitive approaches to address conflicts promptly and fairly. This involves fostering open communication channels, promoting understanding of diverse viewpoints, and implementing mediation strategies when necessary. By addressing conflicts with cultural competence, managers can turn potential challenges into opportunities for learning and collaboration within the team. Performance evaluation in diverse teams requires a nuanced approach that goes beyond traditional metrics. Managers should recognize and appreciate the diverse skills and contributions of team members, acknowledging the varied ways individuals may excel. Establishing fair and unbiased performance criteria is crucial to ensure that evaluations are not

influenced by unconscious biases. Regular feedback sessions should be conducted to discuss performance, address concerns, and provide opportunities for professional development tailored to individual needs. This approach helps in recognizing and rewarding the diverse talents that contribute to the overall success of the team. Conclusions The difficulties of maximizing the potential of heterogeneous teams were discussed in the article. Through the prism of several management concepts and techniques, the main issue— namely, the requirement for skillful management strategies in a variety of work environments— has been carefully investigated. The results emphasize how important performance reviews, dispute resolution, and strategy planning are to effectively leading diverse teams. When diversity and inclusion are integrated into strategic planning, it creates the foundation for a culture that values individual differences. When conflict resolution is handled with cultural awareness, possible obstacles are turned into chances for cooperation and learning. When done fairly and with appreciation for everyone's efforts, performance reviews guarantee that each team member's special talents are recognized and appreciated.

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References Aggarwal, I., & Woolley, A. W. (2019). Team creativity, cognition, and cognitive style diversity. Management Science , 65 (4), 1586-1599. Ahmed, E. I. (2023). A systematic review of authentic leadership literature in educational research from 1997 to 2021. Educational Management Administration & Leadership , 17411432221120467. https://journals.sagepub.com/doi/abs/10.1177/17411432221120467 Bai, Y., Wang, Z., Alam, M., Gul, F., & Wang, Y. (2022). The impact of authentic leadership on innovative work behavior: Mediating roles of proactive personality and employee engagement. Frontiers in Psychology , 13 , 879176. https://www.frontiersin.org/articles/10.3389/fpsyg.2022.879176/full Belbin, R. M., & Brown, V. (2022). Team roles at work . Routledge. Brett, J., Behfar, K., & Kern, M. (2020). Managing multicultural teams. In Organizational Collaboration (pp. 155-164). Routledge. Canda, E. R., Furman, L. D., & Canda, H. J. (2019). Spiritual diversity in social work practice: The heart of helping . Oxford University Press, USA. Cherian, J., Gaikar, V., & Raj P, P. (2020). The role of cultural diversity and how they impact work team performance. International Journal of Mechanical Engineering and Technology (IJMET) , 11 (9), 11-22. Dixon-Fyle, S., Hunt, V., Dolan, K., & Prince, S. (2020). Diversity wins. Gomez, L. E., & Bernet, P. (2019). Diversity improves performance and outcomes. Journal of the National Medical Association , 111 (4), 383-392.

Iszatt‐White, M., & Kempster, S. (2019). Authentic leadership: Getting back to the roots of the ‘root construct’? International Journal of Management Reviews , 21 (3), 356-369. https://onlinelibrary.wiley.com/doi/abs/10.1111/ijmr.12193 Johnson, Jerry, Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson, and Kevan Scholes. Exploring strategy . Pearson UK, 2020. Johnson, S. L. (2019). Authentic leadership theory and practical applications in nuclear medicine. Journal of nuclear medicine technology , 47 (3), 181-188. https://tech.snmjournals.org/content/47/3/181.short Kleynhans, D. J., Heyns, M. M., Stander, M. W., & de Beer, L. T. (2022). Authentic Leadership, Trust (in the Leader), and Flourishing: Does Precariousness Matter?. Frontiers in Psychology , 13 , 798759. https://www.frontiersin.org/articles/10.3389/fpsyg.2022.798759/full Legutko, B. J. (2020). An exploration of authentic, servant, transactional, and transformational leadership styles in Fortune 500 CEO letters. Journal of Leadership Studies , 14 (2), 44-51. https://onlinelibrary.wiley.com/doi/abs/10.1002/jls.21683 Maziero, V. G., Bernardes, A., Righetti, E. A. V., Spiri, W. C., & Gabriel, C. S. (2020). Positive aspects of authentic leadership in nursing work: integrative review. Revista brasileira de enfermagem , 73 , e20190118. https://www.scielo.br/j/reben/a/tHwsqLPmfxKs3CDGXXQRv6y/ Obuba, M. O. (2023). Evaluating the Moral Components of Authentic Leadership on Employees’ Productivity. A Literature Review. Open Journal of Leadership , 12 (1), 89-115. https://www.scirp.org/journal/paperinformation.aspx?paperid=124028

Ponomareva, Y., Uman, T., Bodolica, V., & Wennberg, K. (2022). Cultural diversity in top management teams: Review and agenda for future research. Journal of World Business , 57 (4), 101328. Riccucci, N. M. (2021). Managing diversity in public sector workforces . Routledge. White, P. (2021). Exploring the connections between authentic leadership and Evangelical Christian leadership. Transforming vocation: Connecting theology, church, and the workplace for a flourishing world , 54. https://books.google.com/books? hl=en&lr=&id=3kY3EAAAQBAJ&oi=fnd&pg=PA54&dq=Authentic+leadership: +Rediscovering+the+secrets+to+creating+lasting+value.+John+Wiley+ %26+Sons.&ots=PnPX4qgJ27&sig=moGIM206XbXO99nuR4zQAHZl5Dk Zacher, H., Rudolph, C. W., & Katz, I. M. (2023). Employee green behavior as the core of environmentally sustainable organizations. Annual Review of Organizational Psychology and Organizational Behavior , 10 , 465-494. https://www.annualreviews.org/doi/abs/10.1146/annurev-orgpsych-120920-050421

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