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Diversity in the Office

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DIVERSITY IN THE OFFICE How do the employees at the hospital view the organizations culture HR subordinate: The employees at the hospital view the organizations culture chiefly as a means of service that is profound humane in nature. At least that’s how it should be.
Office subordinate: It is work that should be executed with not proper skill but there should a certain amount of passion involved in the process. (Klare, 2006, 201)
How does the cost-saving plan effect the organization
HR subordinate: Cutting budget on PF and other such amenities certainly brings down the basic moral to a certain extent but one must understand the need of the organization first.
Office subordinate: The cost-saving plan effects the entire organization and if it is targeted towards the basic needs of the customers then the end result would not be affirmative in the long run. (Klare, 2006, 99)
How does the hospital value diversity
HR subordinate: Diversity is the basic essence of work method of a hospital and the employees must understand its importance.
Office subordinate: The departments are generally divided so there are no direct conflicts in general. In fact the diversity helps one employee in certain ways in terms of perspective.
What are the guiding principles regarding diversity
HR subordinate: The guiding principle regarding diversity is the value of blending and the ability to cope with different situations.
Office subordinate: The guiding principles regarding diversity are to enable the employee to handle different circumstances with ease. However, to the lower divisions, it may be confusing initially. (Klare, 2006, 115)
What is the healthcare culture at the hospital
HR subordinate: The healthcare culture at the hospital is chiefly based on the moral values of being a Good Samaritan. (Klare, 2006, ix)
Office subordinate: The healthcare culture at the hospital is to enable the employee to become more sustainable to stress. It is important to be compassionate. (Klare, 2006, 56)
How the organizations culture is received internal/external
HR subordinate: The internal or external measures of the organization’s culture can be homogenous in the sense that in the long run the work ethics seeps into the system of the employees thereby making them able to cope with both affairs.
Office subordinate: The organizations culture is well received in both internal and external parameters. However, it should be noted that initially there remains problem to deal with both successfully. (Klare, 2006, 233)
A. How is the workplace a confluence of cultures
The structures and processes within the organization that should be examined are the front desk management and the accounts department with special interest on the public relation personnel data systems along with the basic working force available and are quite effective while confronting the confluence of cultures. The front desk management would be on focus because the public relation personnel are on the top hierarchy of that department and accounts is logically related to the public relation department. It should looked into the fact is the public relation personnel are soft on the issue and furthermore it should be noted whether accounts back office evaluation team if following all the instruction laid down by the Health Department. However, these measures are applicable for the entire work force of the departments in the hospital. (Klare, 2006, 132)
B. How can the dynamics of communication between people who see each other without empathy become more effective
The dynamics of communication between people who see each other without empathy become more effective because in such a situation the parties are strictly and chiefly confined to the matter of work and its work ethics. Here the outer bounds are executed with clinical perceptions without any emotion involvement. This make the work much easier for the employees as they are able to concentrate on the job itself and thus the job becomes the priory make the end result count better. (Klare, 2006, 84)
Reference:
Klare, John T. 2006. Resource Health: The New Landscape of Healthcare. National Book Trust