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Organizational Barriers

Second, Karachi Sheraton Hotel has also instituted training programs for Pakistani nationals in order to reinforce the need for domestic partner benefits for its associates. The training programs have been aimed at promoting teamwork and standardized services provided by Sheraton all over the world. The components of the training seek to provide a venue for Pakistanis and Asians to identify with the core strategies of Sheraton in all of its international operations.

To a significant extent, Karachi Sheraton Hotel has been successful in dong so. For instance, upon visiting the hotel in a few occasions, I have noticed the way the employees regardless of their nationality acts almost in the same manner. This shows that the company was successful in setting up and meeting up with their standards. However, while Karachi Sheraton Hotel successfully accomplishes what the functional theorists advocates, the same level of success cannot be applied by the company based on the proposition of the critical theorists.

First, the hotel seeking to provide a standard-international service has considerably failed to take into consideration the uniqueness of the culture that is inherent among Pakistanis. For instance, the service and the facade of the hotel and their facilities boast of modern-Western tradition. Following the advocacy of critical theorists, employee empowerment that values diversity instead of instituting standardization is a must in order for them to be empowered and hence, more productive as individual workers.

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Apparently, Karachi Sheraton Hotel gives more importance on the reputation and the brand that it has upheld for years. Thus, there is a severe limitation on the changes and tolerance for diversity. Nevertheless, while Karachi Sheraton Hotel is restricted by the management to provide a more diverse service and orientation of its workers, it is able to foster a working environment that respects and commits itself to accept and manage the differences among its workers.

For instance, the company accepts employees regardless of race or color and provides a venue for them to grow professionally by giving an equal opportunity in promotion. Conclusion The need for changes in the human resource management has triggered important changes in terms of diversity management strategies in companies such as Karachi Sheraton Hotel and Towers- this necessitate concurrent changes in the skills management and organizational coping of a diverse working environment (Lipiec, 2001).

This has in turn made the human resource management more dynamic and vigilant to the needs of its employees, managers and its market. To a large extent, strategic human resource management can build empowered workers in diverse organizations by instituting holistic measures to enhance their competitiveness. As shown in this essay, it is not only training that needs to be integrated but also dimensions such as behavior, workplace dynamics and employee needs to be addressed in order to attain the goals of strategic HRM.

Concurrently, firms needs to first address the challenges that face its managers in order for the HR to implement effectively its programs and integrate workers into one team.

References

Allison, M. (1999) Organizational Barriers to Diversity in the Workplace. Journal of Leisure Research. 31(1): 78-89. Alvesson, M. , & Willmott, H. (1992). Critical theory and management studies. In M. Alvesson & H. Willmott (Eds. ), Critical management studies (pp. 1-20). London: Sage Publications. Billings-Harris, L. , Buttner, H. and Lowe, K. (2006)

The Influence of Organizational Diversity Orientation and Leader Attitude on Diversity Activities. Journal of Managerial Issues. 18 (3): 356-367. Caudron, S. (1999) Sept. Diversity watch. Black Enterprise. 29:91-94. Cavanaugh, J. M. (1997). (In)corporating the Other? Managing the politics of workplace difference. In P. Prasad, A. Mills, M. Elmes, & A. Prasad (Eds. ), Managing the organization melting pot: Dilemmas of workplace diversity (pp. 31-53). Thousand Oaks: CA: Sage Publications. Cox, T. (1994). Cultural diversity in organizations: Theory, research, and practice. San Francisco: Berrett-Koehler. http://corikindred.com/

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