Module 6 DQ 1 and Module 6 DQ 2

Module 6 DQ 1

Organizations operate within a community, and their success depends on how well they assimilate to the new environment. The community entails employees, customers, and shareholders. The parties determine the profitability of the organizations through increased productivity and demand for the commodities produced. For instance, the perception of a culturally diverse organization creates an impression of inclusivity. It harnesses synergy among workers, and the community embraces the organization and its offerings (Hofhuis, Rijt, & Vlug, 2016). However, a negative perception of the community towards the organization can lead to its failure. The society disconnects with the firm, and this results in negative publicity that damages the reputation of an organization. Consequently, a company suffers from high turnover, low motivation of employees, and an overall decline in sales revenue. It is crucial to implement transformational leadership skills to mold a positive influence on the community. As a leader, developing concern for individual employees is vital and be culturally sensitive (Khosrow-Pour, 2013). The other aspect would be prioritizing the needs of others, serve people with honesty, and develop impartiality. The ethical attributes of the leader build community and manage the influences for the gains of the organization.

References

Hofhuis, J., Rijt, P. G., & Vlug, M. (2016). Diversity climate enhances work outcomes through trust and openness in workgroup communication. SpringerPlus, 5(1), 714.

Khosrow-Pour, M. (2013). E-Commerce for organizational development and competitive advantage. Pennsylvania: IGI Global.

Module 6 DQ 2

Developing a reciprocal relationship with the community has multiple benefits for the organizations. It creates an avenue for building a positive reputation and enhancing the organization’s credibility in the community. It is essential as a leader to foster meaningful collaboration with the society for the mutual benefit of the parties involved (Sachs & Clark, 2016). The initial step would entail restructuring the organization to be the focal point for community activities. For instance, the leader can offer space for sporting events that bring the community together to elevate the recognition of the organization by stakeholders. Similarly, the organization can provide seminars and workshops that host a range of events, which create an environment for families to interact while highlighting critical community resources (Kronick, 2019). Harnessing reciprocal relationships helps to maintain organizations and communities. It assists in the realization of organizational objectives and the optimal utilization of community resources. Finally, the collaboration makes it easier for leaders to adapt to changes and work with diverse teams.

References

Kronick, R. F. (2019). Emerging perspectives on community schools and the engaged university. Pennsylvania: IGI Global.

Sachs, J., & Clark, L. (2016). Learning through community engagement: Vision and practice in higher education. New City: Springer.