The executive director of a health care support service non-profit organization represents the value of interpersonal communication, and relationships through various methods in different roles of this position. For example, the executive director should possess exceptional communication skills, group and public communication skills, effective communication, and managerial skills. The assigned role of executive director from health care support services, is the leadership role. People who are given the leadership role possess driven, passionate, and powerful mindsets. For instance, an executive director of health care support services has legitimate power because they are in charge of managing team members. Therefore, “Legitimate power stems …show more content…
from our belief that certain people should have power over us, that they have a right to influence us because of who they are. Legitimate power derives from the roles people occupy (DeVito, 318). The position of executive director has to implement many tasks while under pressure, and is responsible for managing the organizations fundraisers, setting team goals, supporting and representing the non-profit organization within the community and sometimes outside of the community.
When representing the organization the executive director should have excellent public communication, to small group communication skills. The executive director has to constantly change their context when communicating in different events. For instance, when an executive director is implementing a public speech to a large crowd of people, they possess high competence which means, “the ability to communicate effectively” (DeVito, 11). They also communicate with influential meaning in their messages and strong context. “Messages are signals that serves as stimuli for a receiver and are received by one of our senses, auditory, visual, tactile, olfactory, gustatory, or any combination of these senses” (DeVito 12). The executive director uses influential context when getting their point across during public …show more content…
speeches. However, in the work environment dialect changes when communicating with colleagues, or people who are of higher status. An executive director also has the knowledge to communicate assertively when confronting team members when necessary. Therefore, “communication always takes place in a context, or environment, that influences the form and content of your messages.” In addition, “cultural context includes the cultural belief and customs of the people communicating” (DeVito, 12). It’s crucial that executive directors in this work field possess excellent interpersonal communication because they are always involved in some form of communication whether it’s between a colleague, participants in the service, or discussing concerns, future goals, and organized strategies to the board of directors in meetings . In addition, “Interpersonal communication is the verbal and non-verbal interaction between two (or sometimes more than two) interdependent people (DeVito, 5). The position of executive director of a non-profit health care organization must be collaborative and trustworthy if they want receive any credibility.
A person of high credibility has “personal power, competent, knowledgeable of good character, and is charismatic or dynamic. As a result you’ll be more effective in influencing attitudes, beliefs, values, and behavior. Credibility is not something you have or don’t have in any objective sense; rather, it’s a function of what other people think of you” (DeVito, 320). Therefore, executive directors receive high credibility in the organization. Lastly, it’s important that executive directors show sensitivity towards cultural differences. Not only are communication skills critical, but an appreciation for cultural diversity is also an important trait in the position of executive director. Sensitivity to cultural difference is “the ability to interact effectively with members of other cultures often translates into financial gain increased employment opportunities and advancement prospects as well” (DeVito 31). In addition, since executive directors interact with many people of diverse cultures, it is required that they possess cultural sensitivity. Therefore, “Recognizing and being sensitive to cultural differences will help increase your accuracy in perception” (DeVito, 31). The same goes for genders, gender identity, and sensitivity towards sexual orientations. Thus, the approach in which executive directors communicate are
also influenced by culture.
They have to understand and practice the tools needed to manage a diverse workplace. As discussed in The Loudest Duck leaders can employ these methods to obtain a harmonious, all-inclusive environment: appreciate, promote, employ and celebrate diversity. Leaders must show appreciation and interest in the diversity of their workforce, not just look at percentages and how those are fulfilled but truly engage in understanding and developing the challenges and successes diversity brings. They need to understand how their subconscious is predisposed towards other's differences and develop a character and attitude that is not biased or predisposed to people and situations that are only similar to them. It's important for leaders to have an open-door policy that encourages sharing thoughts, rationale and feelings will help unify the diverse workforce. Leaders more than others need to understand that for a company to succeed everyone needs to feel valued and appreciated regardless of the
Multicultural issues in the workplace manifest in different ways from communication style to political views. The purpose of this paper is to use Hays ADDRESSING model to reflect and evaluate multicultural issues in workplace, such as language diversity, political views, gender, and sexual orientation as it relates to professionalism, privilege, and personal bias.
Reeves, S., Macmillan, K., & VanSoeren, M. (2010). Leadership of interprofessional health and social care teams: a socio-historical analysis. Journal of Nursing Management, 18(3), 258-264. doi: 10.1111/j.1365-2834.2010.01077.x.
Healthcare organizations are faced by both external and internal challenges and need a leader who can direct them to the right path. The senior executives and CEO
In healthcare profession, leadership is defined as utilization of personal characteristics and experiences to communicate effectively with the patients suffering critical health problems for which there are no specific answers and to direct health care team in developing policies to solve these problems. The nurse leader establishes relationships to encourage others to set and accomplish clinical or administrative goals. An effective leader provides guidance, use moralities to direct the process, and develop self-confidence in others (Yoder-Wise, 2010).
Hyun, Jane. “Leadership Principles for Capitalizing on Culturally Diverse Teams: The Bamboo Ceiling Revisited.” Leader to Leader. 16 Mar. 2012: 14-19. Web. 2 Apr. 2014 < http://onlinelibrary.wiley.com/doi/10.1002/ltl.20017/abstract >
When representing the organization the executive director should have excellent public communication, to small group communication skills. The executive director has to constantly change their context when communicating in different events. For instance, when an executive director is implementing a public speech to a large crowd of people, they possess high competence which means, “the ability to communicate effectively” (DeVito, 11). They also communicate with influential meaning in their messages and strong context. “Messages are signals that serves as stimuli for a receiver and are received by one of our senses, auditory, visual, tactile, olfactory, gustatory, or any combination of these senses” (DeVito 12). The executive director uses influential context when getting their point across during public speeches. The executive director should also have the ability to communicate coherently, both in written and oral
Schein in his book “Organizational Culture and Leadership” explains how different believes and behaviors start to be logical when we understand their cultures by stating “When we learn to see the world through cultural lenses, all kinds of things begin to make sense that initially were mysterious, frustrating, or seemingly stupid” (2010, p. 13). This kind of foresight should be the starting point in order to manage the tremendously growing diversity in the workforce nowadays. Leaders and administrators of both public and private organizations through their influence are responsible to promote and manage diversity in an ethical manner.
Health care management is the profession that provides leadership and direction to organizations that deliver personal health services and to divisions, departments, units, or services within those organizations (Buchbinder & Shanks, 2017, p. 2). Health care managers are crucial in terms of the development and running of a health care organization. With this said, health care managers have a variety of leadership styles available to them and it is important that when using these styles that they use them to their advantage in order to maintain positive outcomes. There are three main types of leadership style: democratic leadership, pacesetting leadership, and coaching style leadership. Although there are several types of leadership styles, after taking the leadership style quiz offered by Kendra Cherry a
In past experience, through travels outside of the country for business relations it was discovered very early on that most cultures will respect fairness and tolerance, but each to a different degree. American women in managerial positions have had to struggle to find ways to be effective in cultures where their authority and credibility are not traditionally the norm. Perhaps it was the value of fairness that clashed with tolerance or respect for diversity on this particular business trip to Japan over 10 years ago. However, even if there was an underlying agreement on such values, in this particular scenario these values were prioritized differently among the two different cultures and might have been expressed different for that reason.
Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be able to articulate the differences between affirmative action, managing diversity, understanding and valuing diversity to build skills that transforms awareness into productive and supportive workplace behaviors.
Barak, M. E. (2005). Managing diversity: toward a globally inclusive workplace. Thousand Oaks, Calif.: Sage Publications.
In the workplace, it is common to encounter individuals of different cultures, ethnicities, and genders. This diversity can either lead to an introduction of new work methods, or it can lead to conflict between coworkers. In order to avoid conflict, and have all employees work as a cohesive team, managers must educate themselves, and their employees on the topic of cultural diversity. In order for your practices to be considered effective, you must not only respect and recognize an employee’s diversity, you must use their difference to benefit them.
Diversity in the workplace is very important in today’s global workforce because workers in the economy all over the world are currently made up of many different ethnicities, varied cultures, beliefs, and backgrounds. People that are involved in management such as managers, and supervisors could greatly benefit from being accustomed to diversity in the workplace because their job entails dealing with a multicultural work environment on a daily basis. Knowing how to handle diversity in the workforce and having the necessary skills for supervisors would be beneficial not only to them but also to the success of the company and economy because a strong, diversified workforce will create a more “creative, innovative, and productive workforce.” (Kerby, 2012).
With the rapid growth in globalization there are a number of firms who have taken their businesses abroad. Their challenge, cross cultural management and communication. An effective communication strategy begins first with understanding who the sender of the message is and who the receiver of the message is. Many companies have realized this and offer training in the different cultures to help better facilitate communication between leaders (Cross-Cultural Communication, mindtools.com). Without this basic understand between sender and receiver it can be very difficult for companies of multicultural to even begin to communicate. The second important understanding is that leaders must demand a cultural tolerance of acceptable behavior between cultures to facilitate effective communication (Cross-Cultural Communication, mindtools.com).