Module : UMODPX-15-M

Title : PEOPLE AND GLOBAL ORGANIZATION

Student ID Number : 20047450

Introduction
The key arguments that I have discussed are on Diversity, Managing Change, and Politics & Power.
As every individual has their own way of understanding and different expectations, there were few
issues that we have faced which are related to the diversity & equal opportunities, politics & powers of
people etc. In this assignment I will discuss how we handled the situation of conflicts what all are the
reason behind those issue. Also I’ll share the theories that I have used to understand and analyze these
issue. Having different attitude because of different cultural background and environment makes things
complicated. In this report I will thoroughly explain each topic for more and better understanding.

 Diversity – stereotypes, prejudices and discrimination

The First element is everyone must be treated equally irrespective of their caste, culture gender
etc. I had a personal experience where have I noticed some people discriminate other which
should be highly avoided as this is social injustice. Two of my mates who belong to same
community usually dominate the person of different religion.

The terms stereotype, prejudice, discrimination, and racism are often used interchangeably in
day to day conversation. Social perception on these factors is relative, reflecting both positive
and negative impressions of people based on a range of factors. In this modern time increasing
in globalization and immigration are moving to more culturally diverse populations in many
states and countries. These changes will create many benefits for society and for the individuals
within it. Gender, cultural, sexual orientation, and ethnic diversity can improve creativity and
group performance, facilitate new ways of looking at problems, and allow multiple viewpoints
on decisions. However, this diversity sometimes creates lot some challenges as well. Members
of culturally diverse groups may be less attracted to each other than are members of more
homogeneous groups, may have more difficulty communicating with each other, and in some
cases may actively dislike and even engage in aggressive behavior toward each other. They do
not feel themselves comfortable with the people who are culturally diverse from them and this
leads to discrimination. Let’s explain these three factors of diversity in details;
Stereotypes refer to those people who are oversimplified generalizations about groups of
people; stereotypes can be based on race, ethnicity, age, gender, sexual orientation and almost
any characteristic. They usually positive and very comfortable when referencing one’s own
group, for example a women suggest when they have better soft skills but are sometimes they
get negative usually when it comes to other groups, such as when members of a dominant
racial group suggest that a minority racial group is dangerous or stupid.

In any of the case, the stereotypes are those people who do not take individual differences into
account. The problem of stereotypes is not that they are wrong, but they are incomplete.

Prejudice refers to the beliefs, thoughts, feelings, and attitudes someone holds about a group.
A prejudice is not based on the experience a person is having rather, it is a prejudgment on the
basis of self believe originating outside actual experience. As prejudice refers to biased thinking,
there will be obvious discrimination that consists of actions or responses against a group of
people or an individual. Discrimination can be based on age, race, religion, gender, health, and
other indicators. Discrimination can take many forms, it can ranges from unfair housing
practices to biased hiring systems.

While prejudice is not necessarily specific to race, racism is a stronger type of prejudice used to
justify the belief that one racial category is somehow superior or inferior to others; it is also a
set of practices used by a racial majority to disadvantage a racial minority.
Discrimination is based on race or ethnicity which can take many forms, from unfair housing
practices to biased hiring systems. While prejudice refers to biased thinking, discrimination
consists of actions against a group of people. Discrimination can be based on age, religion,
health, and other indicators; race-based laws against discrimination strive to address this set of
social problems. However, we cannot eliminate discrimination from our culture and society just
by enacting laws to abolish it. Even if a magic pill managed to eradicate racism from each
individual’s psyche, society itself would maintain it.

Prejudice and discrimination can overlap and intersect in many ways. To make it more clearly,
there are four examples which explains that how prejudice and discrimination can occur.
(1)Unprejudiced and Non discriminators are open-minded, tolerant, and accepting individuals.
(2)Unprejudiced discriminators might be those who without thinking practice sexism in their
workplace by not considering females for certain positions that have traditionally been held by
men. (3)Prejudiced and Non discriminators are those who hold racist beliefs but don not act on
them, for example a racist store owner who serves minority customers. (4)Prejudiced
discriminators include those who actively make disparaging remarks about others or who
perpetuate hate crimes.

There are laws that are not discriminatory I general but may applied in ways that give negative
impacts on groups. At times, incomplete awareness about there is also creating obstruction in
doing something, those who are discriminated, do not aware that they are legally protected
from discrimination. They may also avoid suing a legal case due to fear that doing this would
subject them to inspection, discredit or reprisal.

 Lewin’s 3 Stage Model (1951)

The second important element; Change may be seen to go against long-held values and beliefs.
Few people accept the change happily; others don’t like any new change. They are rigid and
don’t want to change their thoughts. I asked my fellow: let’s try a new way to do a particular
thing but she refused by saying she won’t be comfortable.

Kurt Lewin introduces a change model including three steps: unfreezing, changing and
refreezing. This model of Lewin represents a very simple and practical model for understanding
the change process. For Lewin, the process of change entails creating the perception that a
change is needed, in order to moving toward the new and desired level of behavior and finally,
making strong the new behavior as the norm. The model is still widely used and serves as the
basis for many modern change models.
Unfreezing

The first phase of this model is unfreezing. Just like meal that has been frozen before we cook
it, we need to defrost or keep it out. The same can be said for a change. Before implementing a
change, it must go through the initial step of unfreezing. This is because many people will
naturally resist change, the goal during the unfreezing stage is to create an awareness of how
the existing state of affairs or current level of acceptability, is troubling the organization in some
way. Old behaviors, ways of thinking, processes, people and organizational structures must all
be carefully examined to show employees how necessary a change is for the organization to
create or maintain a competitive advantage in the marketplace. Communication is especially
important during the unfreezing stage so that employees can become informed about the
imminent change, the logic behind it and how it will benefit each employee. This should be
done in a way that employee do not feel offended for their long held values and belief The idea
is that the more we know about a change and the more we feel it is necessary and urgent, the
more motivated we are to accept the change.

Changing

The second phase is Change, Now that the people are 'unfrozen' and they can begin or ready to
move. Lewin recognized that change is a process where the organization must transition or
move into this new state of being. This changing step, also referred to as 'transitioning' or
'moving,' is marked by the implementation of the change. This is the stage when the change is
going to be real. It's also, consequently, the time that still most of the people struggle with the
new reality t5hat comes due to a new change. It is a time marked with uncertainty and fear,
making it the hardest step to overcome. During the changing step people started to learn the
new behaviors, processes and ways of thinking. The more prepared they are for this step, the
easier it is to complete. For this reason, education, communication, support and time are
critical for employees as they become familiar with the change. Again, change is a process that
must be carefully planned and executed. Throughout this process, employees should be
reminded of the reasons for the change and how it will benefit them once fully implemented.

Refreezing

This is the third and final step of Lewin’s model. Lewin called the final stage of his change model
freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and
making strong the new state after the change. The changes made to organizational processes,
goals, structure, offerings or people are accepted and refrozen as the new norm or existing
state of affairs. Lewin found the refreezing step to be most important to ensure that people do
not go back to their old ways of thinking or doing something which was prior to the
implementation of the change. Efforts must be made to make them assured and guarantee the
change is not lost; instead, it needs to be cemented into the culture of the organization and
also maintained as the acceptable way of thinking or doing. Positive rewards and
acknowledgment of individualized efforts are often used to reinforce the new state because it is
believed that positively reinforced behavior will likely be repeated.

This three-step model gives a manager or change agent an idea of what implementing change
means when dealing with people. The 3 phases of the Kurt Lewin model guide how to go about
getting people to change. A manager will implement new processes and re-assign tasks. But
change will only be effective if the people involved embrace it and help to put it into practice it.

The Kurt Lewin change theory is as valid today as it was when it was first communicated. Many
in the Organizational change space think the model or theory is outdated. This, to me, shows a
lack of understanding of the model and its intent.

By keeping the resistance to change under control which was inevitable under such
circumstances by forming cross-functional teams to recommend a robust plan of change in
different functional areas. For facing the business challenges, he developed a change
management strategy and involved the employees in the process of change management
through effective communication and reinforcement of desired behaviour. For refreezing the
behavioral change of the employees, he introduced performance-based pay, implemented an
open system of feedback for guiding and facilitating the employees in accepting the new
behaviour patterns at work.

In Lewin’s model; Freeze stage comes under the inspection that it’s too rigid as “freezes”
behaviour need to be unfrozen again in the near future due to fast technology. Lewin’s three-
step model can be seen as combative on breaking up the equilibrium during Unfreezing
process. It puts too much focus on the two opposing forces conflict to get the advantage.
  Rational v Political Models of Organizations

The next element; everyone has to deal with or will be affected by power and politics in their
group. To serve their own purpose people influencing other with power and play tactics.
Everyone in our group trying to manipulate each other to show how best I am in certain thing.
In order to through some light on this factor. I will explore is issue with the help of this Rational
v Political Models of Organizations

Rational organization theory is the idea that an organization, such as a business, is a tool for
achieving a definable goal or set of goals. Organization define its vision mission and objectives
very clearly for all the stakeholders of the organization. A rational organization uses a proper
formal structure to define the role of each member of the organization. In a business where
roles and goals are clearly defined, the process of management should be rational and
predictable.

However, in a political organization, personal influence and people skills count for more than
formal titles. Organizations are more political and less rational when different parts of the
organization have potentially conflicting goals.

There are some key area where we can differentiate Rational and Political mofdel of an
organization;

When there are many sources of conflict (i.e., goals are incompatible, and/or departments are
differentiated, and/or there is a high degree of task interdependence, and/or there is
competition for limited resources) the organization tends to be characterized by the political
rather than the rational model.

In rational system perspective, the decisions made by each individual member of the
organization are determined by his place in the formal hierarchy, with only limited room for
individual opinion. For example in theory, if the manager tells the salespeople to focus on
selling a less popular model of car even though it pays the same commission as a more popular
model, the salespeople just have to work harder and sell the less popular cars.

In reality, many salespeople will not work harder just to make the same amount of money
regardless of what they are told to do by management. In this situation, rational behavior for
the individual differs from rational behavior for the organization. Not everyone will behave
rationally even under ideal circumstances. For instance, if two coworkers just don't like each
other, they can make a department inefficient even in the well-structured workplace.

Even though no organization is completely rational in the real world, business owners can
effectively apply the theoretical viewpoint of a rational system in some situations. If the
business owner can clearly define what she hopes to accomplish with a certain course of action,
what the alternative choices are, and what the likely outcomes are, she can probably ignore
workplace politics and simply rely on the formal structure of the company to carry out her
orders. If there isn't enough available information to do all of these things, the owner will get
better results by building consensus than by giving orders.

Rational Model

The goals of an organization seem obvious. Commercial organizations seek to make a profit;
trade unions to protect their members’ interests; schools educate their pupils; hospitals try to
cure their patients, and so on. Within the company, the goals and preferences are consistent
among different departments, units and members. Even in an organization’s goals get
distorted, the means for achieving them remain clear and rational. The organizational structure
provides a rational way of achieving ends. Most firms have an organizational chart showing
who is responsible for what. Information available in the company is extensive, systematic and
accurate. Even if both aims and means get distorted, employees behave rationally when dealing
with work tasks and each other. Even if corporate culture can distort reality, communication
can overcome this by showing clearly what is really happening. Improved top-down managerial
decision-making can overcome the problems listed by making choices that maximize benefits.

Political Model

An organizational goal can get distorted: for example, when technological leadership takes
precedence over profitability. Union leaders can lose touch with their members; and schools
can acquire latent functions like keeping youngsters off the labor market. The idea of a single,
agreed organizational goal is a fiction. Different parties have their own set of interests and
priorities which change, and which may be placed ahead of those of the company as a whole.
Max Weber’s seemingly rational organization has many dysfunctions (for example, goals are
displaced, cliques develop, and units compete with each other). The formal structure (chart
and rules) only ever gives a partial guide to factors like leadership style, employee morale or
informal group behaviour. Ambiguous information has to be used and is withheld strategically.
Corporations have cultures which can distort what goes on. Culture becomes unconsciously
and uncritically adopted. Good communication involves more than consulting or telling people.
It comes from shared goals and values. Where consensus on these is absent, communication
cannot fill the gap. Perhaps the real problem is too much management control, producing low
levels of employee involvement and commitment. Decisions can be the outcome of bargaining
and interplays between competing interests.

The degree of goal incompatibility, differentiation, interdependence, and competition for

limited resources determines whether a rational or political model of behavior is used within
the organization to accomplish goals. When goals are in alignment, there is little differentiation,
departments are characterized by pooled interdependence, and resources seem abundant,
managers can use a rational model of organization

Its relevancy has increased; a more complicated and humanistic model of person and more
standardizing research are needed. They assume they have good amount of time, ability of
judgement, and other resources to gauge each choice against the others.

RECOMMENDATION

On the basis on my understanding with my group experience, following is the recommendation;

We have to be ready for any challenges comes to our path as future is uncertain, we must
adjust ourselves as per the surrounding environment. We cannot just rely or believe our gut
feeling for taking any decision. A good research and understanding of each aspect must require.
It is very difficult to understand a human behaviour but also it a most important aspect for any
business.

Introduction to Educational Leadership and Organizational Behavior; Paiit L. Chance, Edward W.

Chance
LGBT Hate Crimes Project. (2010). James Maestas.
CONCLUSION

With help of all these theories I learned how to tackle the different issues by using three
theories and models that are Diversity – stereotypes, prejudices and discrimination, Lewin’s 3
Stage Model (1951) and Rational v Political Models of Organizations and also learned how these
study plays a vital role for any business organization. By going in depth of each factor I
understand that how each aspect explains their own importance when it comes to resolve an
issue within the group. As everything have its advantages and disadvantages. We also face
some limitations here as well but also learn how we can overcome and avoid unwanted
circumstances to get a fruitful results.

Executive Report

Introduction
The theme of my executive summary is same as the key arguments that I have discussed earlier
in my report and these arguments are based on Diversity, Managing Change, and Politics & Power.
As every individual has their own way of understanding and different expectations, there were few
issues that we have faced which are related to the diversity & equal opportunities, politics & powers of
people etc. In this assignment I will discuss how we handled the situation of conflicts what all are the
reason behind those issue. Also I’ll share the theories that I have used to understand and analyze these
issue. Having different attitude because of different cultural background and environment makes things
complicated. In this report I will thoroughly explain each topic for more and better understanding.

I had faced few issues: (1) Two of my mates who belong to same community usually dominate the
person of different religion. (2) I asked my fellow: let’s try a new way to do a particular thing but she
refused by saying she won’t be comfortable. (3) Everyone in our group trying to manipulate each other
to show how they are better than other in every work

Considering the entire situation I believe that everyone must be treated equally irrespective of their
caste, culture gender etc. If we talk about a change few people accept the change happily;
others don’t like any new change. They are rigid and don’t want to change their thoughts. Few
people accept the change happily; others don’t like any new change. They are rigid and don’t
want to change their thoughts. I observed that everyone has to deal with or will be affected by
power and politics in their group

1. Diversity – stereotypes, prejudices and discrimination

The First argument is everyone must be treated equally irrespective of their caste, culture
gender etc. I had a personal experience where have I noticed some people discriminate other
which should be highly avoided as this is social injustice. Two of my mates who belong to same
community usually dominate the person of different religion.

The terms stereotype, prejudice, discrimination, and racism are frequently used
interchangeably in day to day conversation. Social belief on those elements is relative,
reflecting each good and bad impressions of person primarily based totally on a range of
elements. In this modern time growing in globalization and immigration are transferring to
greater culturally numerous populations in lots of states and countries. These modifications will
create many advantages for society and for the people inside it. Gender, cultural, sexual
orientation, and ethnic diversity can enhance creativity and organization performance, facilitate
new methods of searching at problems, and allow multiple viewpoints on decisions. However,
this diversity once in a while creates lot a few demanding situations as well. Members of
culturally numerous businesses can be less interested in each other than are individuals of
greater homogeneous corporations, might also additionally have greater issue communicating
with each other, and in a few instances might also additionally actively dislike or even interact
in competitive conduct in the direction of every other. They do not sense themselves
comfortable with the individuals who are culturally diverse from them and this result in
discrimination.

There are laws that are not discriminatory I general but it may applied in ways that give
negative impacts on groups. At times, incomplete awareness about there is also creating
obstruction in doing something, those who are discriminated, do not aware that they are legally
protected from discrimination. They may also avoid suing legal cases due to fear that doing this
would subject them to inspection, discredit or reprisal.

2. Lewin’s 3 Stage Model (1951)

The second important argument; Change may be seen to go against long-held values and
beliefs. Few people accept the change happily; others don’t like any new change. They are rigid
and don’t want to change their thoughts. I asked my fellow: let’s try a new way to do a
particular thing but she refused by saying she won’t be comfortable.

Kurt Lewin introduces a change model including three steps: unfreezing, changing and
refreezing. This model of Lewin represents a really simple and practical model for
understanding the change process. For Lewin, the method of change entails creating the
perception that a change is required, so as to moving toward the new and desired level of
behavior and at last, making strong the new behavior because the norm. The model remains
widely used and is the idea for several modern change models.

In Lewin’s model; Freeze stage comes under the inspection that it’s too rigid as “freezes”
behaviour have to be unfrozen again within the near future because of fast technology. Lewin’s
three-step model may be seen as combative on breaking apart the equilibrium during
Unfreezing process. It puts an excessive amount of focus on the 2 opposing forces conflict to
urge the advantage.

By maintaining the resistance to change in control which became inevitable under such
situations by forming cross-functional group of people to suggest a robust plan of change in
extraordinary purposeful areas. For dealing with the enterprise challenges, he evolved a change
management approach and concerned the employees within side the method of alternate
control via powerful communique and reinforcement of preferred behaviour. For refreezing the
behavioral change of the employees, he delivered performance-primarily based totally pay,
applied an open gadget of comments for directing and facilitating the employees in accepting
the brand new behaviour styles at work.

In Lewin’s model; Freeze stage comes under the inspection that it’s too rigid as “freezes”
behaviour need to be unfrozen again in the near future due to fast technology. Lewin’s three-
step model can be seen as combative on breaking up the equilibrium during Unfreezing
process. It puts too much focus on the two opposing forces conflict to get the advantage.

3. Rational v Political Models of Organizations

The next element; everyone has to deal with or will be affected by power and politics in their
group. To serve their own purpose people influencing other with power and play tactics.
Everyone in our group trying to manipulate each other to show how best I am in certain thing.
In order to through some light on this factor. I will explore is issue with the help of this Rational
vs. Political Models of Organizations

Rational business enterprise idea is the concept that an organization, along with a business, is a
tool for accomplishing a definable objective or set of desires. Organization defines its vision,
goals and mission very clearly for all of the stakeholders of the business enterprise. A rational
business enterprise makes use of a right formal structure to outline the position of every
member of the business enterprise. In an enterprise wherein roles and desires are actually
defined, the manner of control has to be rational and predictable. However, in a political
organization, personal influence and people skills count for more than formal titles. The degree
of goal incompatibility, differentiation, interdependence, and competition for limited resources
determines whether a rational or political model of behavior is employed within the
organization to accomplish goals. When goals are in alignment, there's little differentiation,
departments are characterized by pooled interdependence, and resources seem abundant,
managers can use a rational model of organization.

Its relevancy has increased; a more complicated and humanistic model of person and more
standardizing research are needed. They assume they need good amount of your time, ability
of judgement, and other resources to determine each choice against the others. Organizations
are more political and less rational when different parts of the organization have potentially
conflicting goals. Its relevancy has increased; a more complicated and humanistic model of
person and more standardizing research are needed. They assume they have good amount of
time, ability of judgement, and other resources to gauge each choice against the others.

CONCLUSION

On the basis on my understanding with my group experience, we have to be ready for any
challenges comes to our path as future is uncertain, we must adjust ourselves as per the
surrounding environment. We cannot just rely or believe our gut feeling for taking any decision.
A good research and understanding of each aspect must require. It is very difficult to
understand a human behaviour but also it a most important aspect for any business.
With help of all these theories I learned how to tackle the different issues by using three
theories and models that are Diversity – stereotypes, prejudices and discrimination, Lewin’s 3
Stage Model (1951) and Rational v Political Models of Organizations and also learned how these
study plays a vital role for any business organization. By going in depth of each factor I
understand that how each aspect explains their own importance when it comes to resolve an
issue within the group. As everything have its advantages and disadvantages. We also face
some limitations here as well but also learn how we can overcome and avoid unwanted
circumstances to get fruitful results.

References

Benton, John B. Managing the Organizational Decision Process . Lexington, Mass.: Lexington
Books, 1973, 271 pp.

Pennings, Johannes M. "The Relevance of the StructuralContingency Model for Organizational

Effectiveness." Administrative Science «iner(), 20 (September I975):393-410.

Davis, C. R. (1990). Public organizational existence: A critique of individualism in democratic

administration. Polity, 22, 497-418.

David A. Welch International Security Vol. 17, No. 2 (Fall, 1992), pp. 112-146

Beck, RN (1987) Visions, values, and strategies: Changing attitudes and culture. The Academy of
Management Executive 1(1): 33–41

Beer, M (1987) Revitalizing organizations: Change process and emergent model. The Academy
of Management Executive 1(1): 51–55.

Correll, J., Park, B., Judd, C. M., & Wittenbrink, B. (2007). The influence of stereotypes on
decisions to shoot. European Journal of Social Psychology, 37(6), 1102–1117.

Shapiro, J. R., & Neuberg, S. L. (2007). From stereotype threat to stereotype threats:
Implications of a multi-threat framework for causes, moderators, mediators, consequences, and
interventions. Personality and Social Psychology Review, 11(2), 107–130. doi:
10.1177/1088868306294790.