Hi mate this assignment is follow up for previous assignment made by you guys and I am attaching the attachment for that. Please follow up and do the same.Secondly all the data files is in the ass 2 file please go with that .Research question are also there.
Running Head: GENDER DIVERSITY IN LEADERSHIP MANAGEMENT1 GENDER DIVERSITY IN LEADERSHIP MANAGEMENT2 GENDER DIVERSITY IN LEADERSHIP MANAGEMENT THE ANALYSIS OF GENDER DIVERSITY IN THE WORKPLACE (BUSN20019) Submitted By: - AnuragSubmitted To - Dr. Evi Lanasier Enrolment Number: -
[email protected] Campus: - Central Queensland University, Sydney Table of Contents 1.0 Introduction3 1.1Research Question3 2.0 Conceptual Framework4 2.1 Gender Diversity4 2.2 Leadership Management4 2.3 Organisational Innovation5 2.4 Organisational Environment5 3.0 Literature Review6 4.0 Research Methodology9 4.1 Gantt Chart and Table10 5.0 Appendix11 References13 1.0 Introduction Managing the gender diversity at workplace has been one of the primordial tasks of the leadership of organisational settings. As mentioned by Ruiz-Jimenez, Del Mar Fuentes-Fuentes and Ruiz-Arroyo (2016), creating gender diversity is beneficial as it offers consistent innovation and workplace creativity, ensures reduced gender gaps and promotes healthy workplace. Posing in opposite direction to that of the arguments presented by Ruiz-Jimenez, Del Mar Fuentes-Fuentes and Ruiz-Arroyo (2016), Robert Jr, Dennis and Ahuja (2018) argued that gender diversity is not gender equality, as there are jobs, which requires specific gender staffs to get executed properly, as seen in female staffs being better nurses, while male staffs being better vehicle mechanics. In the proposed research, the areas of gender diversity in context of leadership management, which not explored through critical research studies, explored within a limited timeframe. Considering the diverse views revolving around gender diversity and leadership management, both Telstra and Woolworths have been selected. In order to form a firm foundation of generic data about the chosen topic of the proposed research, a critically assessed literature review provided, in addition to which a research plan also provided for deeper understanding. 1.1 Research Question (Anurag, 2019) i. What are the possible impacts of promoting gender diversity in the work culture on the company’s innovative thoughts and development? ii. What are the factors hindering the management team from implementing a gender diverse environment in the atmosphere of the company? 2.0 Conceptual Framework 2.1 Gender Diversity Considering the fact that every specific gender have their mutual perception of the society, organisation and thought process, people from different gender are included within a specific setting to cater the diverse range of thought and perception for benefit. As supported by de Aquino and Robertson (2018), gender diversity refers to a specific setting, where people from different gender break the domination of specific gender and offer different approach for the same outcome, creating a comparative perspective for betterment. On the other hand, Dworkin and Schipani (2018) argued that gender diversity is a strategic move to increase customer base and create goodwill in the market, posing as an organisation that has scope for both gender types. 2.2 Leadership Management The aspect of leadership management depends on the nature and size of respective organisations. As noted by Chou and Ramser (2019), the role played by leaders within an organisational setting does not depend on the designation; instead, it depends on the exertion of power over the staffs and the efficacy of management. As observed by Cheung, Yeung and Wu (2018), leaders are highly supported by organisational upper management, showing their trust in leaders, which leads to leader’s ability to take decisions for the benefit of the organisation. The leaders’ perception, as opined by Garcia-Solarte, Garcia-Perez de Lema and Madrid-Guijarro (2018), regulates the degree of gender diversity considered within organisations. The skills of the leaders, as mentioned by Kelan and Wratil (2018), in managing the diverse gender staffs and the perception about the benefits of gender diversity determines the nature of workplace culture. 2.3 Organisational Innovation Organisational innovation refers to the use of latest technology and strategies, which incorporated in the context of market changes or need for refined performance. As stated by Brimhall and Mor Barak (2018), organisational innovations, make organisations capable of taking advantage of the latest market trends and the exclusiveness of the approach, offering something new that the rivals in the market cannot provide. As opined by Said, Galal, Joekes and Sami (2018), the preference for attaining gender diversity is also aimed at organisational innovation, as staffs from diverse genders are considered sources of innovative approach to situations and organisational refinements. 2.4 Organisational Environment Organisational environment refers to the surrounding, in which an organisation performs. As identified by Annabi and Lebovitz (2018), organisational environment is of two types- internal environment and external environment. As stated by Kara, Kim, Lee and Uysal (2018), the internal environment of an organisation refers to the working atmosphere, the culture and the functional system within the organisation, mainly concerned with the performance. The external environment of a business organisation, as mentioned by Alhejji, Ng, Garavan and Carbery (2018), refers to the marketplace, where the organisations compete with one another in order to get the highest market share. It not only requires the internal performance, but also positive customer perception, innovative approach, for which gender diversity is essential within the organisation. 3.0 Literature Review Gender diversity at the workplace considered as a profound influence of workplace culture development for better performance and corporate culture development. As opined by Kato and Kodama (2018) as well as Grosser and Moon (2019), the inclusion of gender diversity-oriented culture is capable of generating cash flow circulate through both –male and female staffs. In addition, it is ensuring economic balance and promotion of gender equality and gradual restraining of male dominance in career pursuing, considering the gender diversity as a means of Corporate Social Responsibility. Kato and Kodama (2018) and Grosser and Moon (2019) are of the belief that gender diversity acquiring at organisations generate goodwill, which also helps in organisational benefits. It is also considering that taking note of the workplace issues arising out of gender diversity, as opined by Iskandar, Rahim, Yussoff and Bakar (2018) as well as Grey and Janus (2018). Gender diversity in organisation create communication gap between two different types of genders, which ultimately brings down the performance level and hence, gender diversity is only a means of providing employment to diverse gender staffs and has very little to do with organisational performance improvement, although Grey and Janus (2018) focus on the inclusion of the transgender employees in particular. While on the other hand, gender diversity considered as a means of acquiring innovation in organisations such as Woolworths (Woolworths, 2018). As opined by Joy (2018), each gender type has their exclusive perspective of the society and organisational offering; therefore, gender diversity is required as an essential part of business success and optimised performance, to which Gallego and Gutierrez (2018) agree. In addition, Steyn and De Bruin (2018) are of the opinion that workplace innovation comes from different mindsets and customer understanding, which different gender does better, as female employees understand the needs of the female customer better than the male customers, therefore, gender diversity is necessary for workplace innovation. Despite the apparent benefits of gender diversity at the workplace, the social stereotypes, which includes the male dominance, the sexual preferences for specific tasks bar the smooth acceptance of diverse gender inculcation at workplace for the leadership of organisations. As mentioned by Iskandar, Rahim, Yussoff and Bakar (2018), the male and female employees have different communication style. Among which the male being recruited higher in numbers tend to generate more productive power in case their communication pattern followed at the workplace, instead of creating gender diversity and allowing female workers to work along with male workers, within same segment of work, leads to miscommunication. Similar to the view of Iskandar et al. (2018), Spaaij et al. (2018) also consider the gender diversity at workplace as highly inclined action towards accidents, mismanaged and communication issues. Although the centre of Spaaij et al. (2018) focused on the sport organisations only, Iskandar et al. (2018) focused on business organisations. In order to implement gender diversification programs within organisations, Henry, Foss, Fayolle, Walker and Duffy (2015) stated that the reshuffling of the upper management would also be required. Which would either require altering of generally empowered male employees with female executives or invest heavily for developing an expanded version of the management, offering room for female executives and subsequent gender diverse workforce development. As supported by Joshi, Inouye and Robinson (2018), who show that without funding the gender diversity, aimed through the inclusion of women staffs for higher organisational responsibilities undermined and delayed, taking away the full potential of the gender diversification approach. Diverting the attention from funding as a barrier of gender diversification, Grogan (2019) as well as Heiskanen, Otonkorpi‐Lehtoranta, Leinonen and Ylostalo (2018) have positioned gender biasness of the management of organisations as the major hindrance, which needs to overcome to ensure that gender diversity if attained. According to Ho, Li, Tam and Zhang (2015), a typical mindset that male staffs have more physical capacity, mental creativity to innovative and practical approach to organisational tasks, forces the leadership of the company to prefer retaining its male dominated staff’s management, along with refraining from giving higher importance to the female and transgender staffs inclusion for higher tasks. As mentioned by Longman, Daniels, Bray and Liddell (2018), focusing strictly on the perspective of posing diverse gender leaders in an organisation, shows that the culture of the organisation is a major influence as well as regulator if the efficacy of the leadership. Longman, Daniels, Bray and Liddell (2018) are of the opinion that female leaders often get criticised for not thinking like male leaders, hinting at the popularity of gender biased leadership approach and subsequent lack of support from female leaders, resulting in lesser number of female managers, and leaders in organisations. 4.0 Research Methodology The proposed research would aim to find the relationship between gender diversification and leadership management of organisations, considering Australia as the country context. The research would use both qualitative and quantitative data for the current issue. The reason for that is to find the innovation sequence with the gender diverse firm research has to be more of a quantitative and to know the hinderance to imply it, research has to be of a qualitative. In order to collect quantitative data, the official websites of Telstra and Woolworths would be approached to collect data about the management, and observe the gender diversity at managerial levels in both the companies have maintained to ensure organisational performance and for that research data will be collected from their reports (links are in appendix). Besides, the Australian Bureau of Statistics, (2012), Fuller (2017) and Woolworths (2018) is going to be referring for statistical information. The collected data will be critically analysed using the deductive research approach style, which would narrow down the collected data and would only keep the data, which is align with research topic, questions and aim. As mentioned by Woiceshyn and Daellenbach (2018), use of deductive