Learning Goal: I’m working on a business writing question and need a sample draft to help me learn.Part 1(a) Remember this is a discussion response, please use in text citations and use websites that are based in the United States. Please write 200-300 words. Diversity is one of the important topics in the workplace. There’re different trends that has been going on in today’s workplace. One of them is an evolving remote workforce. When the COVID-19 pandemic hit in 2020, many workplaces had to closed temporarily. That lead to employers and employees to work at home. Working at home can be different to employees. For instance, employees had to balance home and work life and made sure that the equipment was go to go for work such as internet facilities and geographical locations and dealing with “lack of a dedicated and quiet place (Pathak 2022). Managers should prioritize communication for their employees so that if there’re any problems going on at home, they can set some policies for other employees. Another trend is multigenerational workplace. There’re have been a diverse working population in today’s workplace. Between the Silent Generation (born 1928-45) and Generation Z (born since 1997), each of these generations has unique expectations from their personal lives (Pathak 2021). They can bring creative ideas and voices to a company which has been the most important advice for long-term companies. It is important for employers and HR mangers to be aware of the attributes and abilities of each generation (Pathak 2022). Another trend is Eliminating unconscious bias in the workplace. Unconscious bias refers to the tendencies to process information and make decisions based on unconscious or inherent biases and prejudices toward an individual or group (Pathak 2022). This has been a problem in recent times and managers must ensure that these biases are checked and minimized consistently (Pathak 2022). References Pathak, A. (2022, January 7). Watch out for these diversity and inclusion trends in 2022. Nurture an Engaged and Satisfied Workforce | Vantage Circle HR Blog. Retrieved February 23, 2022, from https://blog.vantagecircle.com/diversity-and-inclusion-trends/ PeopleScout, P. S. (2021, November 15). Diversity in the workplace: Workplace diversity. PeopleScout. Retrieved February 23, 2022, from https://www.peoplescout.com/insights/managing-diversity-in-workplace/ Part 1(b) Remember this is a discussion response, please use in text citations and use websites that are based in the United States. Please write 200-300 words. Having a diverse workplace can have advantages and disadvantages One major advantage is that businesses with a diverse workforce can have a larger amount of people to choose from during the hiring process which can result in finding potential qualified employees faster. One disadvantage is that businesses with diverse employees need to keep up with any employer-related laws and trends that change and need to regularly review internal policies such as harassment and equal opportunity. Diversity can mean many different things but overall, it is how an individual may describe themselves and how others can perceive it. Diversity can be the following aspects: age, religion, and gender (Dyson, n.d.). Age In the workplace today, you will find that there are a diverse range of ages anywhere from just starting out to almost retiring age. This can result in many different opinions, work ethics and a large range of experience. Having a diverse work environment such as this can be a great way for employees to learn from each other. It is important that employees have an open mind when communicating with groups such as these as conflict can easily arise. To manage this issue managers should encourage employees to work with different age groups more often so that they can learn from each other. The differing thoughts and opinions may help aid with more complex tasks. Religion Religion is never talked about in the workplace, but it can affect our work environment more than we think. Religion can impact our behaviors/ actions in the workplace because of the values that can be gained from it. A downside of having a diverse workplace when it comes to religion is that “certain religious beliefs may dictate that employees dress a certain way or avoid eating certain foods, working on holy days, or serving certain types of customers” (Gümüsay, Smets, & Morris, 2021). This can cause conflict due to others misunderstanding the practice. In order to manage this kind of environment, managers should accommodate employees and embrace the differing religions. One way that the company could embrace the differing religions is by acknowledging the holidays that the employees celebrate (Gümüsay, Smets, & Morris, 2021). Gender Although equality exists, there are still careers that are considered male dominated such as construction and manufacturing and careers that are considered female dominated such as health care and education (Cook, 2021). Having a diverse environment when it comes to gender can result in a wider range of customers and the differing opinions can help the company with problem solving. In order to encourage a more gender diversity in the workplace, managers could rework the pay and benefits so that all genders can benefit from it. Managers could also remove the need for names on resumes so that it removes any identifying information. References Dyson, E. (n.d.). Diversity in the workplace: Workplace diversity: Managing diversity. PeopleScout. Retrieved from https://www.peoplescout.com/insights/managing-diversity-in-workplace/ Cook, A. (2021, July 22). Gender diversity in the workplace: 5 whys and 5 hows. Insperity. Retrieved February 25, 2022, from https://www.insperity.com/blog/gender-diversity-in-the-workplace/ Gümüsay, A., Smets, M., & Morris, T. (2021, September 10). Creating space for religious diversity at work. Harvard Business Review. Retrieved from https://hbr.org/2020/12/creating-space-for-religious-diversity-at-work Part 2(a) Remember this is a discussion response, please use in text citations and use websites that are based in the United States. Please write 200-300 words. Communication technologies and social media are an integral part of our lives; we keep up to date with friends and family and network for jobs. It is really handy for people like lawyers to use Facebook and Twitter to do background checks on jurors or a platform to address serious issues. But with this comes issues as well, especially in the workforce. Nowadays, to communicate we use emails, instant messaging, voicemail, Zoom, etc., the newest addition to this is the smartphone. All of these technologies are a way to communicate fast and have access to information immediately. With these modes of communication, we are losing out on personal interactions. It also allows for more rude behavior; employees might not be so inclined to be as tactful or subtlety gracious and managers might be blunter, communicating in person sometimes makes these characteristics nonexistent because you do not want the repercussions of potential tone or rudeness. There is also the issue of nonverbal cues that missing when communication is not done in person. “Gesturing, touching, facial expressions, and eye contact are not possible, so the emotional aspect of the message is difficult to discern” (Nelson & Quick, 2019). Emails or messages could be misinterpreted because someone read a tone that might not have been there. I believe there are pros and cons, such as the impersonal characteristics of these technologies. But the benefits help leaders communicate quicker with their employees and vice versa. Plus “there is evidence that people are more likely to trust a company who leadership team engages with social media, and that they would prefer to work for a company where leaders are active on social media” (Hind & Holton, 2019). It shows that the leaders have nothing to hide, and it creates a more fun, honest, and trusting environment. If a business wants to be responsive and agile, leaders and mangers need to stay connected with their networks and stakeholders. I believe that there should be a mixture of personal interactions such as holding meetings and impersonal interactions such as sending an email to get a quick response, a combination of both will help the company succeed. Hind, P., & Holton, V. (2019, May 28). Leadership in an age of social media. HR Magazine. Retrieved February 23, 2022, from https://www.hrmagazine.co.uk/content/features/lead… Nelson, D. L. & Quick, J. C. (2019). Organizational behavior (6th ed.). Boston, MA: Cengage. ISBN-13: 978-1-337-40781-6 Part 2(b) Remember this is a discussion response, please use in text citations and use websites that are based in the United States. Please write 200-300 words. Communication is very important in any organization. Being able to convey and receive a message properly can make or break a business. Communication is not limited to verbal or written forms of communication. People can also communicate with gestures, tone, and attitude. For example, someone can say one thing and mean another if their tone is sarcastic. Nowadays many organizations are working virtually, and their main form of communication includes emails, instant message, phone, or video call. With the pandemic face to face in many situations is not an option. Not having face to face interactions can make it difficult to convey emotion and this can at times cause a miss communication. Therefore, it is very important to demonstrate emotional intelligence and be aware of these barriers and learn to communicate effectively. Many organizations provide their employees and leaders with Soft Skill courses to grow their communications skills and become better at communicating. Social media is a great opportunity to do business and network. Today we all have our own brand to represent, and it is important to be self-aware of what we do, say, and represent on social media. Not only do we represent ourselves, but many times we also represent the companies we work for. Resources: Nelson, D. L. & Quick, J. C. (2019). Organizational behavior (6th ed.). Boston, MA: Cengage. ISBN-13: 978-1-337-40781-6 Navío-Marco, J., Solórzano-García, M., & Palencia-González, F. (2019). Human resource management as key pillar of company strategy: Analysis of the line managers’ perception. Journal of Management & Organization, 25(2), 175-188. doi:10.1017/jmo.2018.49 [PDF] Part 3(case study) The attachment has the case study. Here are the following questions that need to be answered for the case study. Essentials of Management Information Systems Sixth Edition provides a number of case studies for you to analyze. Included in these cases are questions to help you understand and analyze the case. You may, however, be assigned other case studies that do not have questions. This Hands-on Guide presents a structured framework to help you analyze such cases as well as the case studies in this text. Knowing how to analyze a case will help you attack virtually any business problem. A case study helps students learn by immersing them in a real-world business scenario where they can act as problem-solvers and decision-makers. The case presents facts about a particular organization. Students are asked to analyze the case by focusing on the most important facts and using this information to determine the opportunities and problems facing that organization. Students are then asked to identify alternative courses of action to deal with the problems they identify. A case study analysis must not merely summarize the case. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can be broken down into the following steps: Identify the most important facts surrounding the case. Identify the key issue or issues. Specify alternative courses of action. Evaluate each course of action. Recommend the best course of action. Let’s look at what each step involves. Identify the most important facts surrounding the case. Read the case several times to become familiar with the information it contains. Pay attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in real life, present a great deal of detailed information. Some of these facts are more relevant than others for problem identification. One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these assumptions should be reasonable given the situation. The “correctness” of your conclusions may depend on the assumptions you make. Identify the key issue or issues. Use the facts provided by the case to identify the key issue or issues facing the company you are studying. Many cases present multiple issues or problems. Identify the most important and separate them from more trivial issues. State the major problem or challenge facing the company. You should be able to describe the problem or challenge in one or two sentences. You should be able to explain how this problem affects the strategy or performance of the organization. You will need to explain why the problem occurred. Does the problem or challenge facing the company comes from a changing environment, new opportunities, a declining market share, or inefficient internal or external business processes? In the case of information systems-related problems, you need to pay special attention to the role of technology as well as the behavior of the organization and its management. Information system problems in the business world typically present a combination of management, technology, and organizational issues. When identifying the key issue or problem, ask what kind of problem it is: Is it a management problem, a technology problem, an organizational problem, or a combination of these? What management, organizational, and technology factors contributed to the problem? To determine if a problem stems from management factors, consider whether managers are exerting appropriate leadership over the organization and monitoring organizational performance. Consider also the nature of management decision-making: Do managers have sufficient information for performing this role, or do they fail to take advantage of the information that is available? To determine if a problem stems from technology factors, examine any issues arising from the organization’s information technology infrastructure: its hardware, software, networks and telecommunications infrastructure, and the management of data in databases or traditional files. Consider also whether the appropriate management and organizational assets are in place to use this technology effectively. To determine the role of organizational factors, examine any issues arising from the organization’s structure, culture, business processes, work groups, divisions among interest groups, relationships with other organizations, as well as the impact of changes in the organization’s external environment-changes in government regulations, economic conditions, or the actions of competitors, customers, and suppliers. You will have to decide which of these factors—or combination of factors—is most important in explaining why the problem occurred. Specify alternative courses of action. List the courses of action the company can take to solve its problem or meet the challenge it faces. For information system-related problems, do these alternatives require a new information system or the modification of an existing system? Are new technologies, business processes, organizational structures, or management behavior required? What changes to organizational processes would be required by each alternative? What management policy would be required to implement each alternative? Remember, there is a difference between what an organization “should do” and what that organization actually “can do”. Some solutions are too expensive or operationally difficult to implement, and you should avoid solutions that are beyond the organization’s resources. Identify the constraints that will limit the solutions available. Is each alternative executable given these constraints? Evaluate each course of action. Evaluate each alternative using the facts and issues you identified earlier, given the conditions and information available. Identify the costs and benefits of each alternative. Ask yourself “what would be the likely outcome of this course of action? State the risks as well as the rewards associated with each course of action. Is your recommendation feasible from a technical, operational, and financial standpoint? Be sure to state any assumptions on which you have based your decision. Recommend the best course of action. State your choice for the best course of action and provide a detailed explanation of why you made this selection. You may also want to provide an explanation of why other alternatives were not selected. Your final recommendation should flow logically from the rest of your case analysis and should clearly specify what assumptions were used to shape your conclusion. There is often no single “right” answer, and each option is likely to have risks as well as rewards. Why is this case about team conflict?
What conflicts do you see developing?
How is distance affecting team dynamics and performance?
What do you think about the decision to appoint subteam sponsors?
What problems can it solve?
Which problems might it not solve?
In what ways have culture influenced team interactions?
Describe how emotional intelligence can improve the team dynamic.
Requirements: Read description | .doc file
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