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Managing People In Organization In Kazakhstan Add in library

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Question:

Discuss the management of employees in Kazakhstan is situated at the core of Asia?
 
 

Answer:

Introduction

Every business organization faces several issues in the management of diversity of employees in an effective manner (Essen, 2005). Therefore, it is very important for the organization to manage the diversities in order to sustain in the business world.

Management of employees

The country Kazakhstan is situated at the core of Asia. The citizens who are present in the country are generally Muslims by religion.   The differences in culture play a negative impact among these people in the country of United Kingdom.  These are in relation with the behaviour that is expected from the countries of Asia.  These cultural differences act as a barrier between the relationships of employees of a particular business organization (Iverson, 2000). The corporate culture adds up to the differences of the behaviour of the employees of the organization in a negative manner.  In Kazakhstan, business relationship management plays the most effective part in all the existing business of the organizations present in the country.  Business relationships and business dealings assists to cater through the prospective clients in a positive manner.  This is generally observed to add official greetings among the business colleagues of the organization.  Formal greetings also have a positive part in the country of Kazakhstan, irrespective of the time based culture among the people.  In United Kingdom, the scenario is totally different.  The formal business meetings are directly linked with the regularities in daily life of the employees. The business environment in United Kingdom is totally rigid and formal in nature.  In an organization, an issue can also arise due to the ineffectiveness of personal space.  In the countries of United Kingdom and Kazakhstan, in an organization several individual spaces can be kept among all the prospective employees both in short run and as well as in long run (Kim & Lee, 2014).

In case of Kazakhstan, the individual space of the employees is on the lower side and there is no scope for perceived close relation or any sort of intimate relations.  However, this is not in the case of United Kingdom.  There, the managers and the supervisors share positive terms with each other (Lowther, 2006). Therefore, the leadership requirements in both the countries are different to each other.  Kazakhstan follows a more bureaucratic leadership style and in case of United Kingdom, Germane and other European countries, they follow a transactional form of leadership of transformational form of leadership in an effective manner.  Both these leadership styles have several merits as well as demerits. It further depends upon the ability of dealing with the people in an effective manner.  The two main criteria that can be evaluated in the given case are trust, bonding, loyalty and formation of justice.

Conclusion

It can be further concluded that all the multinational business organizations face several issues to enter into new markets or new domain. Therefore, it is of great essence for them to nullify the difference of culture and religion of the employees and stuff in an effective manner. If the organization is successful, then the organization will be highly successful to compete with the competitors with diverse range of employees.

 

References

Esen, E. (2005). 2005 workplace diversity practices. Alexandria, VA: Society for Human Resource Management.

Iverson, K. (2000). Managing for Effective Workforce Diversity: Identifying Issues that Are of Concern to Employees. Cornell Hotel And Restaurant Administration Quarterly, 41(2), 31-38.

Kim, H., & Lee, U. (2014). Managing workplace diversity and employees' turnover intention: The mediating role of perceived organizational support. Journal Of Digital Convergence, 12(10), 145-156

Lowther, R. (2006). Embracing and managing diversity at Dell: Introducing flexible working and a women’s network to help retain key employees. Strategic HR Review, 5(6), 16-19.

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