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Supply Chain Management
Supply Chain Management
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Introduction
Along with the tremendous economic development that has occurred around the world over the recent past, the trade between countries and the frequency of transportation has both expanded dramatically. Furthermore, the establishment of new markets have regularly taken place, while resources in remote parts of the universe have been tapped. As a result of the increased overreliance on fossil fuels, there has been an escalation in greenhouse gases (GHG) emissions as well as other pollutants in the atmosphere. Consequently, insufficient attention has been devoted to the influence on climate change caused by these trends. When it comes to consumer electronics, this is a problem that is especially noticeable because the vast majority of items are constructed from an array of diverse materials. As a result, worldwide sourcing has emerged as a significant and fundamental predictor of supply chains in this rapidly expanding sector, and it continues to expand. The purpose of this paper analyzing the electronics supply chain, green supply chain management, and the role of technology in addressing the challenges of supply chain.
The Electronic Industry
In the electronic industry, the supply chains are distinguished by their enormous sophistication, and they are frequently not controlled and managed to the desired standards by the main multinational enterprises (MNEs) beginning with the resource extraction point to the point where it is utilized by the end user. In contrast, the extensive journalism of the environment repercussions of present and predicted buyer behaviour, in addition to the decline of naturally produced resources, has resulted in a significant level of environmental consciousness among the general population. As multinational enterprises (MNEs) in the electronic industry manufacture more regularly in low-wage nations, social aspects like workplace conditions, child slavery, and violations of human rights throughout the entire supply chain have emerged as a significant source of concern for the sector. These, including other considerations have prompted increasingly conscientious customers, and in effect, businesses, to place a greater emphasis on the implementation of sustainable processes across the board in all areas of the economy. Incorporating the sustainability concept into supply chain management (SCM) has resulted in the birth of sustainable supply chain management (SSCM), which has quickly gained popularity as an academic arena as well as a business-related topic in recent years. The consumer electronics sector’s steady expansion, as well as its distinctive qualities, make study in this subject extremely relevant in terms of the application of more sustainable methods in supply chain management.
Supply chain overview
In its most basic definition, supply chain management (SCM) is described as the methodic, strategic coordination and cooperation of the contemporary commerce operations and strategies throughout these businesses within the supply chain, with the intent of enhancing the protracted performance of the corporates and the supply chain world in general (Koberg & Longoni, 2019). Thus, because the supply chain serves as the foundation for efficient business activities, it ought to serve as the keypoint for enhancing sustainability in all of the enterprises involved in the chain. SSCM has emerged as a well-established management concept as a result of an amalgamation of external factors and incentive programs from state authorities, consumers, and perhaps other stakeholders, like the press, non-governmental organizations (NGOs), the scientific society or interest groups, as well as supply chain internal factors, which have resulted from the synergistic effects of sustainability and supply chain management (Fritz, 2019). A definition of sustainable supply chain management (SSCM) is the governance of raw materials and flow of information, and collaboration between members of a supply chain, whilst also taking into consideration objectives from all three pillars of sustainable development – that is, the financial, the environmental, and the social – that are deduced from the needs of customers and other stakeholders (Gurzawska, 2020). Modern understandings of sustainable entrepreneurship, on the other hand, go over the degree of adherence and pursue an active participation in the methodical identification and resolution of current and possible challenges in a company’s social, environmental, and economic realms.
The role of Four Fundamentals of supply chain management in your selected SC
These fundamentals include the objectives, the philosophy, the three flows, and the relations between consumers and suppliers.
Fundamental 1
First and foremost, the goals of supply chain management are to provide outstanding customer service in selected market segments while also reducing overall supply chain capital and expense (Sweeney, Grant, and Mangan, 2015). This strategy to service and pricing has long been seen as essential to SCM practices. Organizations must have a thorough awareness of both concerns in order to take this path. Specs for the supply chain are established based on customer service needs defined by the market place. The pursuit of this level of customer service at the lowest possible price primarily concentrates on the reduction of non-value-added (NVA) activities across the supply chain.
Fundamental 2
Secondly, each commodity is supplied to the end user, who is the only generator of “real” revenue within the chain, via a sequence of regularly intricate moves between the corporations that constitute the whole chain of supply and distribution. The existence of any inefficiencies somewhere along the supply chain will lead to the chain as a whole unable to realize its full competitive capacity (Sweeney, Grant, and Mangan, 2015). To put it another way, supply chains are progressively competing with one another instead of organizations competing with one another, as was the case in the more traditional paradigm. A supply chain is referred to as such because the chain can only be as good as its weakest point in it. Resources travel from the supplier across the different phases of the supply chain to the ultimate consumer, which represents a “macro” supply chain. The revenue then circulates back to the chain. The key is that every link is vital, and that value is added and profit generated at every link along the chain. Many organizations can be described in relation to the five operations of purchase, produce, store, transfer, and sale – collectively referred to as the “micro” or in other terms, internal supply chain. Typically, these activities have been administered in solitude, with staff members frequently operating at odds with one another. Supply chain management entails thinking outside of the box, reinforcing the ties that bind the various functions jointly, and developing ways for them to work collaboratively.
Fundamental 3
Flow of material, cash flows, as well as flows of information along the entire network has to be handled in an integrated and systematic approach, motivated by the general service and expenditure goals, in order for the SC to attain its greatest level of performance and effectiveness. This representation of a macro chain depicts the manner in which materials, revenue (funds), and information are transferred amongst the organizations that are involved in the network. The same concepts can be used to the flow of information in the micro chain.
Fundamental 4
For a final step, this comprehensive strategy necessitates an examination of the ways where internal as well as external customer/supplier relations are established and handled. In SCM, there is no such thing as a zero-sum situation based on antagonistic interactions; rather, it has to be a win-win situation based on collaborative techniques (Sweeney, Grant, and Mangan, 2015). Aspects of this point that are pertinent to the connections between the essential internal supply chain operations of purchase, manufacture, storage and transportation, and sale, as well as to the associations between an organization’s external consumers and suppliers. Among the most visible aspects of supply chain philosophy has been the shift away from adversarial business relations across the supply chain.
Consideration of SC’s specific impact on sustainability
A recent study found that for the majority of businesses, the supply chain is accountable for a disproportionate amount of their environmental effect. Supply chains, through their nature, entail manufacturing that are energy-intensive and transportation as items are manufactured and transported throughout the world. As a result, firms can frequently make the most impact by implementing adjustments to their supply chain instead of making adjustments to other aspects of their company activities (Sánchez-Flores et al., 2020). The supply chain has a largely detrimental effect on the environment, according to studies. With regards to past survey, the supply chains of corporations that have to make use of package consumer products (CPG) are responsible for more than 90 percent of the environmental harm created by these firms. This surpasses the harm caused by all other types of company activities by a significant margin. The last ten years has seen a rise in public concern about the devastating effect of economic and business development on the environment, particularly the natural environment. A significant influence in the growth of contemporary global supply chain is played by the global push towards greener and more environmentally sustainable corporate practices (Baah & Jin, 2019). Additionally, the acts of legislators and regulatory bodies, like the Environmental Protection Agency, have a significant impact (EPA). As a result, administrations of strongest economies are becoming more interested in supporting greening efforts in commerce, as well as formalizing more regulations and restrictions to be imposed on businesses in the future. Several global supply networks are now using carbon footprints as a major performance indicator for their long-term viability. It is the supply chain of the normal consumer corporation that generates far tremendous social and environmental costs than the firm’s own processes, taking account for over 80 percent of carbon pollution and more than 90 percent of the effect on the atmosphere’s air, land, and water quality, species diversity, and geological mineral wealth.
Potential role of technology in addressing supply chain issues
Companies have begun to integrate green supply chain management (GSCM) with other company management responsibilities, like procurement, manufacturing, servicing, and supply chain logistics. The concept GSCM has gained prominence as a result of sharing knowledge at numerous international conventions, and growing empirical research indicates that there is a significant correlation between a company’s GSCM approach and its effectiveness (Song et al., 2018; Tseng et al., 2018). This concept serves as a catalyst for business changes that are required for a more egalitarian and environmentally friendly society (Vanalle et al., 2017). An organization’s strategic, tactical, and operational processes are integrated into a system for tracking, quantifying, and transmitting GSCM information to its stakeholders, which is known as green supply chain management. GSCM is a complicated system with forward and backward flow of material that includes product returns, reprocessing, and safe waste disposal methods (Song and Wang, 2018).
Artificial intelligence-based technologies like the agent-based systems, expert systems, and genetic algorithms are included in the GSCM Technological Dimensions (GSCM HD) (Bag et al, 2020). These technologies have an impact on the GSCM system. A green SC is made up of dozens of procedures that range from business procedure level 0 to level 4 in complexity. Each operation is interconnected with and reliant on the other processes in order to accomplish a project. The GSCM system is a really complex and dynamic system to operate in (Li and Zhang, 2018). Several requirements must be met, and expert decision-making must be used to accomplish thiIndustry 4.0 technology, like the Internet of Things (IoT), can be employed to capture data from a variety of sources, and artificial intelligence (AI) may be utilized to plan and control of GSCM systems. Technological enablement based on artificial intelligence (AI) has the appears to be a useful tool for connecting green consumers, green producers, and green SC collaborators via the information flow throughout the SC’s verticals(Song and Wang, 2018). Agent-based systems can be particularly effective in the development of relationships with environmentally conscious customers, environmentally conscious suppliers, and environmentally conscious business associates (Mangla et al., 2018). Agent-based systems have a significant impact on supply chain synchronization and cooperative demand planning in green supply chains, as well as in other industries. Agent-based systems have the potential to tackle many GSCM challenges that are intractable with standard analytical models (Panigrahi, Bahinipati, & Jain, 2019). When it comes to green logistics management, genetic algorithms can be utilized to solve problems like automobile route planning, container loading, and handling of material in the GSCM. As a result, artificial intelligence-based technology enablement has an impact on the choice of relevant strategies and initiatives (Dwivedi et al., 2019). Technical Dimensions (AI-based) of the GSCM strategy have a favourable impact on the GSCM strategy. It is discovered that the GSCM approach has a strong association with the GSCM process. It has also been discovered that the GSCM process has a favourable effect on business performance on the basis of social, environmental, and financial.
Conclusion
It is critical to maintain focus on the principles of SCM while new models of SCM are developed. The accurate identification of sustainability concerns – both current and those that are expected to become essential in the future – is critical in order to focus the activity and address the issues that are most critical to the organization. This determination is not often clear for multinational corporations working in a variety of nations and cultures, or for enterprises whose commodities will be offered in a variety of international marketplaces. When it comes to SCM, familiarity with conventional business processes and techniques can be advantageously expanded on by widening the criteria and incorporating new knowledge from different evaluation tools such as life cycle assessments (LCA).
References
Baah, C., & Jin, Z. (2019). Sustainable supply chain management and organizational
performance: the intermediary role of competitive advantage. J. Mgmt. & Sustainability, 9, 119. http://dx.doi.org/10.5539/jms.v9n1p119Bag, S., Gupta, S., Kumar, S., & Sivarajah, U. (2020). Role of technological dimensions of
green supply chain management practices on firm performance. Journal of Enterprise Information Management. https://doi.org/10.1108/JEIM-10-2019-0324Dwivedi, Y.K., Hughes, L., Ismagilova, E., Aarts, G., Coombs, C., Crick, T. and Galanos, V.
(2019), “Artificial intelligence (AI): multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research, practice and policy”, International Journal of Information Management, https://doi:10.1016/j.ijinfomgt.2019.08.002.
Fritz, M. M. (2019). Sustainable supply chain management. Responsible Consumption and
Production. Encyclopaedia of the UN Sustainable Development Goals, Springer, Cham. https://doi.org/10.1007/978-3-319-71062-4_21-1Gurzawska, A. (2020). Towards responsible and sustainable supply chains–innovation, multi
stakeholder approach and governance. Philosophy of Management, 19(3), 267-295. https://doi.org/10.1007/s40926-019-00114-zKoberg, E., & Longoni, A. (2019). A systematic review of sustainable supply
chain management in global supply chains. Journal of cleaner production, 207, 1084-1098. https://doi.org/10.1016/j.jclepro.2018.10.033Mangla, S.K., Luthra, S., Mishra, N., Singh, A., Rana, N.P., Dora, M. and Dwivedi, Y.
(2018), “Barriers to effective circular supply chain management in a developing country context”, Production Planning and Control, Vol. 29 No. 6, pp. 551-569. http://dx.doi.org/10.1080/09537287.2018.1449265Mc Loughlin, K., Lewis, K., Lascelles, D., & Nudurupati, S. (2021). Sustainability in supply
chains: reappraising business process management. Production Planning & Control, 1-34. https://doi.org/10.1080/09537287.2021.1884764Panigrahi, S. S., Bahinipati, B., & Jain, V. (2019). Sustainable supply chain management: A
review of literature and implications for future research. Management of Environmental Quality: An International Journal. https://doi.org/10.1108/MEQ-01-2018-0003Sánchez-Flores, R. B., Cruz-Sotelo, S. E., Ojeda-Benitez, S., & Ramírez-Barreto, M. (2020).
Sustainable Supply Chain Management—A Literature Review on Emerging Economies. Sustainability, 12(17), 6972. http://dx.doi.org/10.3390/su12176972Song, M. and Wang, S. (2018), “Market competition, green technology progress and
comparative advantages in China”, Management Decision, Vol. 56 No. 1, pp. 188-203. https://doi.org/10.1108/MD-04-2017-0375Sweeney, E., Grant, D.B. and Mangan, D.J. (2015), “The implementation of supply chain
management theory in practice: an empirical investigation”, Supply Chain Management, Vol. 20 No. 1, pp. 56-70 https://doi.org/10.1108/SCM-07-2014-0249Tseng, M.L., Lim, M., Wu, K.J., Zhou, L. and Bui, D.T.D. (2018), “A novel approach for
enhancing green supply chain management using converged interval-valued triangular fuzzy numbers-grey relation analysis”, Resources, Conservation and Recycling, Vol. 128 January, pp. 122-133. http://dx.doi.org/10.1016/j.resconrec.2017.01.007Vanalle, R.M., Ganga, G.M.D., Godinho Filho, M. and Lucato, W.C. (2017), “Green supply
chain management: an investigation of pressures, practices, and performance within the Brazilian automotive supply chain”, Journal of Cleaner Production, Vol. 151 May, pp. 250-259. https://doi.org/10.1016/j.jclepro.2017.03.066
The case study involves some top supply chain disasters by singling out every companys issues regarding supply chain
Supply Chain Management
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The case study involves some top supply chain disasters by singling out every company’s issues regarding supply chain. Looking at Boeing, their new outsourced supply chain could not deliver components for the new Dreamliner 787 aircraft, which led to a two-year delay in product launch. There were almost $2 billion that were incurred to support the component supplies. Revenues were lost due to cancellation of orders.
Apple was overwhelmed by the demand for new Power Macs, which they could not deliver after their decision to use the conservative inventory strategy. It was unfortunate that the failure for delivering the goods made Apple to lose PC market share.
Loblaws attempted to restructure her supply chain by affecting their logistics network redesign program, which implied that they wanted to do more than they could with inadequate plan. There were consecutive poor financial quarters that followed including the stock price took big hit.
Foxmeyer Drug introduced new order management as well as distribution systems that did not work.
Robert Smith of GM invested billions of dollars in non-functional robot technology that largely reduced sales.
WebVan increased their investment in the automated warehouses which consumed too much of their capital without ascertaining the demand. The company eventually goes bankrupt within a short period.
Inventory management was a major issue after attempts to implement the new warehouse system prompting the company to under-ship and lose market share.
Denver Airport bought a baggage handling system that did not work causing a number of challenges including PR issues.
Quality of offshore toys in China turned out to be inferior forcing a number of goods made in China be recalled and this greatly damaged Mattel’s brand and lowered stock prices.
Toys R US.com could not deliver to their customers as they had earlier promised due to poor inventory management procedures that prohibited them from supplying goods on time. Instead, they just sent apologies to their customers who felt much more dissatisfied.
Hershey’s Halloween wanted to transform the company’s IT infrastructure and supply chain but the project slipped due to poor implementation strategy. Hershey Food missed many clients’ orders and shipments hence leading to lose in revenue and stock.
Cisco experienced poor inventory management strategy, which made them pile excessive inventory due to lower demand. Cisco was not sensitive enough to the slowing demand and this forced them to write down inventory worth $2.2 billion.
Nike experienced serious challenges of predicting demand and deploying factory by creating vital inventory shortages and excesses because of the new but complex supply chain planning system they wanted to implement.
Walmart has continuously been involved with RFID issue which has not achieved its intended purpose after it was rolled out. It is unfortunate that after Wal-Mart introduced the RFID, the retail company as well as other key players in the system have not seen its benefits. It may be argued therefore that the introduction of the system was just a poor decision making that was done by the management.
Aris Isotoner was faced by high cost of production as well as poor quality products when their Division of Sara Lee moved production from Manila, which already characterised with low cost production to even lower cost regions in Asia. Aris Isotoner experienced a serious drop in sales and begun making losses.
The largest automobile companies, Ford, GM and Chrysler’s plans for a massive trading exchange Covisint as well as a parallel e-procurement effort failed forcing the big three to lose millions of dollars.
Power Structures and Patriarchy in Senior Management
Power Structures and Patriarchy in Senior Management
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Power Structures and Patriarchy in Senior Management
Introduction
In every organization, employees are considered one of the most important assets. Equipped with different skills, knowledge set, and experiences in various fields, employees in an inclusive working environment engage themselves in the day to day activities of the firm with the aim of assisting the organization in the achievement of its short and long term objectives. Bearing this in mind, it is therefore imperative to note that, employees play some of the major roles in the organization which lead to the success, development, and growth of the organization. In this regard, it is therefore the responsibility of the organization to provide its employees with a safe, secure, and inclusive workplace that provide them with the ability and relaxation to perform their duties effectively and efficiently. One way to achieve this is by addressing some of the problems that occur in an inclusive work place through training and education. However, despite the management effort of various organizations to provide its employees with a safe, secure, and inclusive workplace, there is also existence of various diversity management issues such as power structure and patriarchy in senior management that affect employees’ workplace.
Implication of Power Structures and Patriarchy in Senior Management
Power Structures and Patriarchy in Senior Management is one of the major issues in diversity management that affects major organizations in the world today (Ramohai, 2019). For most organizations in New Zealand, the senior management level position has been seen as one of the cause to the endless day to day gender related issues. In most of these organizations, the power structures in terms of leadership is centered on the basis of patriarchy, a social system in which men are believed to hold primary power and predominate in various roles such as moral authority, political leadership, control of property, and social privilege giving them the power to exploit, oppress and govern women. In regard to this, it is therefore imperative to note that this concept does not provide a safe, secure, and inclusive workplace for both men and women who are consider pillars of many societies and drivers of organizational growth. This is because it creates inequalities in the labor market and hence the reason it is a major issue in diversity management.
Since the early periods of 1970s and 1980, New Zealand has always been faced by increased cases of inequalities in the labor market (McPherson, 2010). For instance, over the .years, New Zealand has been seen as a sexiest society and patriarchal panoply of male power suppressing and controlling women abilities. Despite being equally educated, experienced like men, or constituting nearly half of the workforce in many organizations, women labor force in New Zealand has been faced with challenges of being promoted to senior management positions due to the patriarchy concept, a social system indicating that leadership has been gendered. According to McPherson (2010) findings, women make up approximately 46.8 percent of the New Zealand’s workforce but despite having such huge numbers little progress in women occupying senior management positions in organizations have occurred indicating that power structure and patriarchy still remains a major diversity management issue in New Zealand.
Causes of Power Structures and Patriarchy in Senior Management
In New Zealand, the issue Power Structures and Patriarchy in Senior Management which causes discrimination among the women labor force occurs as a result of social, cultural and behavioral norms or mostly due to gender role (Aspinall et al., 2021). Historically, this issue of Power Structures and Patriarchy in Senior Management has been present in legal, political, social economic and religious organizations whereby a vast majority of cultures prefer that men occupy higher position of power in management or authority. Bearing this in mind, it is therefore clear that society has played a major role in encouraging this diversity management issues by providing the notion and belief that men are more superior as compared to women. In so doing, the society has created a workplace environment that lacks inclusivity as women are not considered fit to hold senior management positions likes men. From one generation to another, knowledge has been passed where women are expected to practice domestic roles and men to practice professional roles such as occupying positions of power in senior management positions in organizations. The society has enabled men to venture into careers of power while controlling and suppressing women abilities. In so doing, the society brings about the issue of gender inequality in the workplace. As McPherson (2010) indicates this very belief of power structure and patriarchy in senior management is still present in many organizations in New Zealand today where formal positions of senior management in prominent organization remain concentrated by the male gender.
Effects of Power Structures and Patriarchy in Senior Management
Creation of an inclusive workforce is one of the important responsibly that organizations should undertake. When employees feel included in a working environment, they develop a sense of belonging which in turn increase positive performance and a collaborative working environment where employees feel engaged. However, the development of Power Structures and Patriarchy issue in Senior Management creates inequality among women labor market in various organizations in New Zealand and as a result posing restriction to women as they strive to enter and rise through the ranks of senior management positions in organizations (Thompson, 1988). For instance, in various organizations in New Zealand such as rugby unions, women in many cases face opposition when applying for senior management role as these organizations are usually characterized by male control. By creating this inequality, women will feel unwelcomed and not valued and hence will not be able to contribute much in the attainment of the organizations objectives. For instance, during the 19th century, women in New Zealand encountered the challenge of being excluded from several senior management occupations such as businesses, banks, offices, nursing, and teaching. Instead, they were allowed to perform duties that did not require senior management leadership roles such as tailoring while men occupied the senior management positions. In most societies, this inequality would result to an inherent belief based on the notion that men are better equipped in handling various jobs, especially those which pay individuals lots of money.
Approaches to Ensuring Women leadership
Power structures and patriarchy especially in senior management is a diversity management issue that has been going on for generations, and will certainly continue before it is fully eliminated. However, there are certain strategies and approaches that can be used to help reduce or do away with the system of practicing patriarchy. When observed keenly, it is noticed that patriarchy is implicit in the manner in which we do certain things, the language we use and the manner in which we address ourselves. Therefore, for change to occur towards the end of patriarchy each and every individual is needed to play their part (Thompson, 1988). This can be achieved by, ensuring that education is equally provided to both men and women. Globally women still encounter with challenges of less access to education system as compared to men. This however should not be the case but instead, there should be equal access and opportunities to education to help deal with the diversity issue of patriarchy in organizations and the society at large.
Apart from education, individuals with power structure should ensure employment equality. Women should also be given high positions in the workplace. Many times men are given jobs that pay best due to the notion that certain jobs can only be handled best by men, leaving women with simple and the less paying jobs. This should change and women’s effort should equally be recognized within organizations. In addition, society plays vital role in enabling patriarchy. Changing the mindset of the society based on the value and differences of women vs. men can help greatly to reduce patriarchy. Significant change in patriarchy is delayed by the society’s belief and social norms that govern gender roles. However, this should stop and instead individuals should embrace equality to both male and female in legal, social, religious, political and economic organizations.
Encouraging women leadership in the organization is one of the ways of ensuring and supporting an inclusive workforce. With this in mind it is important to adopt various strategies that counter the issue of power structure and patriarchy in senior management position for organization s in New Zealand and the entire world. One of the major approaches used to counter patriarchal concept ensure women inclusivity is the cyborg leadership approach. Carbajal (2018), cyborg leadership approach, suggests that for women to be considered for top position in the organization, they should adopt some of the male characteristics in the organization. In so doing, women are able to create a super leader personality which top female managers can use to fight against gender stereotyping and be able to attain some of senior positions in the organization. In regard to the cyborg leadership approach, Carbajal (2018) indicates that by adopting the characteristics of male workers, women are likely to be seen as very successful leaders and therefore stand the chance to attain powerful positions in the organization.
Apart from adopting the cyborg leadership approach, the transformational approach is another major approach that can be useful in ensuring women leadership in the organization and help reduce cases of gender inequalities among women. According to Vinkenburg et al. (2011), the transformational leadership approach unlike the cyborg leadership approach is not related to femininity or masculinity, but the nature of leading efficiently and effectively. Bearing this in mind, Vinkenburg et al. (2011) indicates that women who use the transformational leadership approach and the contingent reward style are more likely to be promoted to senior management positions in the organization. This is due to the fact that promotion is used as a motivation for good performing leadership style.
Recommendations
In its part to ensure an inclusive working environment of men and women, the organization is charged with the responsibility of creating a corporate culture that supports both men and women leadership. Regardless of the society norms, organizations have the responsibility of creating their own norms and rules as long as they contribute to the growth, success, and an inclusive workplace. Therefore, due to the fact that gender inequalities create a bad reputation for organizations, it is the management’s responsibility to create an organizational culture that counters the patriarchy perception and support an inclusive and diverse leadership in the organization.
Within any organization, the best and most appropriate method of dealing with any issue in the organization is by acknowledging that the issue exists and that it needs to be addressed. To deal with the issue of power structure and patriarchy in senior management the perception of the issue needs to change to a balanced view of acceptance that gender is necessary within the organization (Carbajal, 2018). It is important to note that men and women characteristics are balanced especially when they are both put together in harmony. In fact none is better than the other but they are both complementary of each other. By breaking down the sexist association in gender, the issue of power structure and patriarchy in senior management within the organization will be limited.
Conclusion
In conclusion, employees are considered one of the most important assets. By engaging themselves in the day to day activities of the firm they are able to assist the organization in the achievement of its short and long term objectives. Despite the important roles employees play in the organization, it is important to note that there various diversity management issues such as power structures and patriarchy in senior management that affect the inclusive workplace environment. Bearing this in mind, it is therefore the role of both the management and employees to adopt various strategies and approaches that ensure a safe, secure, and inclusive workplace that is free from issues of diversity management issues such as power structure and patriarchy in senior management that affect employees’ workplace.
References
Aspinall, C., Jacobs, S., & Frey, R. (2021). The impact of intersectionality on nursing leadership,
empowerment and culture: A case study exploring nurses and managers’ perceptions in an acute care hospital in Aotearoa, New Zealand. Journal of Clinical Nursing.
Carbajal, J. (2018). Women and work: Ascending to leadership positions. Journal of Human
Behavior in the Social Environment, 28(1), 12-27.
McPherson, M. (2010). Women in Senior Management-Why Not?. Labour, Employment and
Work in New Zealand.
Ramohai, J. (2019). Women in senior management positions at South African universities: Their
movement in, out and across universities. Gender in Management: An International Journal.
Vinkenburg, C. J., Van Engen, M. L., Eagly, A. H., & Johannesen-Schmidt, M. C. (2011). An
exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women’s promotion?. The Leadership Quarterly, 22(1), 10-21.
Thompson, S. M. (1988). Challenging the hegemony: New Zealand women’s opposition to rugby
and the reproduction of a capitalist patriarchy. International Review for the Sociology of Sport, 23(3), 205-212.