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Policies and Processes in Promoting Cultural Diversity and Ethical Values

Skills and knowledge are needed in the establishment of systems to develop trust and assurance as well as control the process of designing and maintenance of networks and relationships in JKL. As a communications consultant engaged by JKL, I am required to ensure that the right strategies are in place for the effective functioning of JKL. I am expected to re-examine and modernize approach and processes to organize communications and a continuous stream of information within the organization. There is a need for implementation of effective policies and procedures in an organization to encourage the realization of cultural diversity actively, ethical culture and establishment of networks (Donate and Pablo, 2015, p. 360).

Policies and Processes in Promoting Cultural Diversity and Ethical Values

JKL industries have established various policies and procedures to hold up its fundamental values that guarantee acquiescence with requirements by law. To create systems that build trust and assurance and to control successful networks employees must have the capability to develop and execute policies that guarantee that JKL cultural diversity, as well as ethical values, are strictly followed. The employees at JKL are required to gather and keep alive the trust and reliance of co-workers and customers in a professional manner.

The employees in JKL organization are expected to fine-tune the kind of communication amongst them to agree with the organization’s cultural diversity as well as ethical value. All employees in JKL must use established networks to create connections in the place of work for the co-workers and the industries. For strong internal and external networks, there is a need for workers to display and advocate for distinctive integrity, equality and honor for diversity (Northouse, 2018, p. 2).

Adjustments in JKL’s Strategies for Promoting Cultural Diversity and Ethical Values

Diversity issues; There is a need for both JKL industries managers and employees to show responsibility for their results at the workplace. There is a need for workers at JKL to realize that their actions influence the entire team's ability to achieve their targets. When the employees and managers at JKL develop accountability, it will mean that they will have the ability to deliver work promptly as promised and operate within the stated budget. Accountability and a sense of personal responsibility will build trust among team members (Banks, 2015, p. 4).

JKL managers and employees need to develop solid interpersonal skills to empower their professional growth and encourage teamwork and build the cultural diversity of the organization. There is a need for managers and employees to develop self-awareness which is fundamental for emotional intelligence. It will enable managers to realize their potentials and establish opportunities for growth. Self-Awareness will allow colleagues to make use of JKL’s assets to the maximum advantage (Banks, 2015, p. 6).

There is a need for JKL workers to have information with the relevant employment legislation and standards that protect them from discrimination. They are required to know that law achieves equality in the workplace for all workers. 

JKL needs to establish methods of effectively managing conflicts which may arise in the workplace. Every JKL member should adapt to changes in the workplace and avoid conflicts. Systems of finding permanent solutions should be established and ensure that no solved problem is likely to appear in future (Rice, 2015, p. 4).

Adjustments in JKL’s Strategies for Promoting Cultural Diversity and Ethical Values

Networking issues; as a consultant manager, I recommend that JKL staffs establish internal and external networking opportunities. The internal and external networks will enable JKL to accomplish their goals and objectives. JKL members should perceive the significance of networks and its connection to distinctive, team as well as JKL industries objectives. I would advise JKL staffs to utilize networking opportunities through the use of emotional intelligence and their distinct skills. JKL members are required to establish internal communities and social platforms where members of the industries and those interested in the product can converse about their profession and share their views and opinions (Vangen and Winchester, 2014, p. 686).

Building Trust and Maintaining Confidence at JKL

Honesty; as a consultant working with JKL I would demonstrate honesty with every individual at different levels of the organization. I would recommend that every member of the company exercises honesty with each other. When every member of the organization develops the sensory faculty of integrity, it will enable the employees and colleagues to trust and have confidence in me (Demott, 2014, p. 100).

Participation; I would encourage the collaboration of all employees to achieve JKL objectives. I would practice limpidity with JKL industries' mission and goals to make every employee develop the feeling of inclusivity and valued in the process of achieving the targets. Staffs that feel recognized and appreciated are likely to build trust in their leaders.

Value employees; I would make every employee in JKL to feel that their efforts in the organization are valued. I would invigorate employees in various departments in JKL to share their opinions with the industries.

Positive culture; I would create a positive culture in JKL which inspires inventiveness and taking risks on the side of employees.

Teamwork; I would establish an environment that supports collaboration among employees. I would accentuate team accomplishment to let the employees feel that I acknowledge their successes (Demott, 2014, p. 100).

Adjusting Interpersonal Communication Styles in JKL

To ensure that I communicate effectively and to understand as well as to be followed by others I need to practice interpersonal communication. Interpersonal skills are essential for me as a JKL consultant manager as I am expected to build workplace trust and collaboration from employees who are as a whole responsible for advancing the objectives of the organization. I am required to communicate professionally in my role when dealing with customers, clients, employees, colleagues and the general stakeholders (Cardon, 2014, p. 3).

Positivity; as a communication consultant I am required to display a positive attitude. It will mean that I have respect in my responsibilities and JKL organization. I am expected to be noticeably happy and optimistic with JKL staffs.

Problem-solving; I am expected to learn ways in which I can solve problems in the organization in a practical way. I am required to assess ways of solving problems and implement methods of finding solutions. I must ensure that I set goals and proper procedures are put into implementation (Serrat, 2017, p. 628).

Building Trust and Maintaining Confidence at JKL

Good communication skills; to pass information to colleagues, employees, customers and clients in an effective way, I should avoid conflicts with others in the organization. It will require effective listening to ensure an effective interpersonal communication with others at JKL (Brink and Costigan, 2015, p. 205).

Control emotions; as a communication professional in JKL industries, I am expected to control my emotions to ensure that I have an ample environment to perform my duties. I must manage my exasperations and emotions to achieve the objectives of the organization.

Take responsibilities; I am expected to be responsible and accountable in my profession. Accountability will ensure that JKL organization will be productive.

Appendix 4 Networking plan

Person

Networking activity

Schedule

Description/rationale for networking activity

Sales Consultants

Internal

Meeting with principal suppliers of materials

1st  month

The meeting will be beneficial to the supplier and the sales executive. The assembly will include the sales manager. The meeting will deal with communicating on reducing the prices of some materials.

Sales Consultants

External

Building relationship and networks with the customers by improving goods

2nd to 3rd month

The customers need to understand that JKL has the desire of serving its customers with world-class products.

Administration Assistants

Internal

Meeting with the managers and employees

1st to 3rd month

The managers and employees need to know that JKL organization values its people and that they are ready to listen to complains.

Administration Assistants

External

Meeting with managers with various related companies

3rd month

There is a need for cross-functional networking to discuss issues that affect the production field and find a lasting solution.

Previous Experience

In my work experience, I operated in a different company where I used strategic networking. The company incurred losses during its operation. There was a need for immediate funding in the organization to bring it back in action. A strategic networking relationship with a venture capitalist got established. The venture capitalist provided funding to revive the organization in a strategic formula (Alsop, 2015, p. 38).

There was a need for a good relationship with the suppliers and stakeholders of the company during the time of difficulties. The suppliers were able to credit the organization for a period until the company was capable of standing on its own. The situation was solved when the company realized my efforts and asked me to help them in my profession to revive the company from its knees. The employees and colleagues in the company were inspired and chose to remain working for the company though there were challenges. They believed that the strategy networking would bring success to the company. The team members and the general fraternity in the organization were cooperative. It took a few months for the company to go back to its usual functioning. The company regained back to a profit-making organization (Serrat, 2017, p. 628).

Conclusion

Lastly, it is essential that managers and employees in an organization develop skills and knowledge necessary for establishing systems to develop trust and confidence as well as manage the creation of networks and maintaining those relationships. Observing the organizational policies and procedures will result in a productive organization.

References

Alsop, R., (2015). A novel alternative workplace networking. Vol 52. Amsterdam: Elsevier Publishers.

Banks, J.A., (2015). Cultural diversity and education. 5th .ed.Washington: Routledge publishers.

Brink, K.E. and Costigan, R.D., (2015). Oral communication skills: Vol 14. Michigan: Haworth College of Business.

Cardon, P.W., (2014). Business Communication: Vol. 4. New York: McGraw-Hill publishers.

DeMott, D. A. (2014). Relationships of Trust and Confidence in the Workplace: Vol 100. New York: Cornell Law School

Donate, M.J. and de Pablo, J.D.S., (2015). The role of knowledge-oriented leadership in knowledge management practices and innovation: Vol. 3. Amsterdam: Elsevier Publishers.

Northouse, P.G., (2018). Leadership Theory and practice: 5th .ed. California: Sage publications.

Rice, M.F., (2015). Diversity and public administration. 2nd .ed. London: Routledge Publishers.

Serrat, O., (2017). Building trust in the workplace. 1st .ed. Singapore: Springer Publishers.

Vangen, S. and Winchester, N., (2014). Managing cultural diversity in collaborations: 1st.ed.  Oxfordshire: Taylor Francis Publishers.

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