Kolab has a huge role in which she is expected to turnaround the poor attitude and lack of
focus among employees. Therefore, it is critical to ensure that they provide a strong emphasis on
essential concepts which define the needs of every stakeholder within the organization. It is
evident that there is no understanding of the culture within the organization. Kolab is very much
immersed in achieving organizational target and mission thus forgetting the basis which includes
building a strong personal relationship with employees. However, she has the technical capacity
to transform the company performance and create a conducive environment where employees
can be motivated and enjoy helping the company achieve the intended goals (Livermore & Soon,
2015).
Kolab has a vast experience in dealing with people from diverse cultural setting from her
time when she was a refugee. Self-concept, in this case, provides a very strong focus on critical
elements that define positive organizational development. She needs to evaluate the response of
employees and their performance levels and integrate flexible leadership strategies which can
help in building strong positive relations with employees (Brannen, 2016). She must understand
the previous leadership and management style so that it would be easier to transition when
employees understand the necessary measures that need to be addressed in creating a
transformed organization. The organization is developed from cultural diversity and focuses on
creating an improved setting where individuals from different cultural backgrounds can interact
successfully. These goals should form the basis of organization development (Ang et al.,
2015).
The organization is operating under a cultural diversity which is based on the integration
of essential strategies that positively define organizational performance. Employees are used to
interacting with each other which boosts their commitment to achieving the underlying
organizational goals. There is a strong relationship among employees which has been cultivated
by the leadership and management style that was implemented by Hanh, the former president.
Kolab operates under a very different cultural value dimension which defines critical
concepts which are essential for building strong organizational values. She does not an emphasis
on collectivism within workplace considering that she adopts individualism approach where the
performance of each employee is evaluated distinctively based on the underlying standards.
There is no room for interaction within the workplace something that the organization employees
are used to (Brannen, 2016).
Therefore, it is crucial to adopt critical measures that define cultural diversity.
Development of a strong link between the organization values and personal values should
provide a conducive environment where the company should improve on their performance
levels as well as the level of commitment. Kolab should consider integrating key measures to
understand the employee needs and evaluate possible alternatives that can help build a healthy
level of organization performance. Organizational success is based on teamwork and the ability
to understand the needs of each other. As the leader, Kolab should integrate strategies that
emphasis on the formation of a strong bond among employees as well as with the management
(Groves et al., 2015).
Cultural intelligence is integral to the successful implementation of critical measures
which define the level of organizational engagement. An important strategy that Kolab should
consider in this case would be to understand the history of the corporate culture. Achieving a
high level of corporate success is based on having a better knowledge of the organization cultural
background. The organization is developed from cultural diversity which is integral in meeting
its mission. Another strategy that should be considered in this case is to integrate flexible
organizational management strategies which are essential for improving organization
concentration on its objectives (Livermore & Soon, 2015).
References
Ang, S., Rockstuhl, T., & Tan, M. L. (2015). Cultural intelligence and competencies.
International encyclopedia of social and behavioral sciences, 2, 433-439.
Brannen, J. C. (2016). The relationship between cultural intelligence and transformational
leadership: A study of people leaders (Doctoral dissertation, The University of the
Rockies).
Groves, K. S., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and crosscultural
negotiation effectiveness. Journal of Management Education, 39(2), 209-243.
Livermore, D., & Soon, A. N. G. (2015). Leading with cultural intelligence: The real secret to
success. Amacom.
focus among employees. Therefore, it is critical to ensure that they provide a strong emphasis on
essential concepts which define the needs of every stakeholder within the organization. It is
evident that there is no understanding of the culture within the organization. Kolab is very much
immersed in achieving organizational target and mission thus forgetting the basis which includes
building a strong personal relationship with employees. However, she has the technical capacity
to transform the company performance and create a conducive environment where employees
can be motivated and enjoy helping the company achieve the intended goals (Livermore & Soon,
2015).
Kolab has a vast experience in dealing with people from diverse cultural setting from her
time when she was a refugee. Self-concept, in this case, provides a very strong focus on critical
elements that define positive organizational development. She needs to evaluate the response of
employees and their performance levels and integrate flexible leadership strategies which can
help in building strong positive relations with employees (Brannen, 2016). She must understand
the previous leadership and management style so that it would be easier to transition when
employees understand the necessary measures that need to be addressed in creating a
transformed organization. The organization is developed from cultural diversity and focuses on
creating an improved setting where individuals from different cultural backgrounds can interact
successfully. These goals should form the basis of organization development (Ang et al.,
2015).
The organization is operating under a cultural diversity which is based on the integration
of essential strategies that positively define organizational performance. Employees are used to
interacting with each other which boosts their commitment to achieving the underlying
organizational goals. There is a strong relationship among employees which has been cultivated
by the leadership and management style that was implemented by Hanh, the former president.
Kolab operates under a very different cultural value dimension which defines critical
concepts which are essential for building strong organizational values. She does not an emphasis
on collectivism within workplace considering that she adopts individualism approach where the
performance of each employee is evaluated distinctively based on the underlying standards.
There is no room for interaction within the workplace something that the organization employees
are used to (Brannen, 2016).
Therefore, it is crucial to adopt critical measures that define cultural diversity.
Development of a strong link between the organization values and personal values should
provide a conducive environment where the company should improve on their performance
levels as well as the level of commitment. Kolab should consider integrating key measures to
understand the employee needs and evaluate possible alternatives that can help build a healthy
level of organization performance. Organizational success is based on teamwork and the ability
to understand the needs of each other. As the leader, Kolab should integrate strategies that
emphasis on the formation of a strong bond among employees as well as with the management
(Groves et al., 2015).
Cultural intelligence is integral to the successful implementation of critical measures
which define the level of organizational engagement. An important strategy that Kolab should
consider in this case would be to understand the history of the corporate culture. Achieving a
high level of corporate success is based on having a better knowledge of the organization cultural
background. The organization is developed from cultural diversity which is integral in meeting
its mission. Another strategy that should be considered in this case is to integrate flexible
organizational management strategies which are essential for improving organization
concentration on its objectives (Livermore & Soon, 2015).
References
Ang, S., Rockstuhl, T., & Tan, M. L. (2015). Cultural intelligence and competencies.
International encyclopedia of social and behavioral sciences, 2, 433-439.
Brannen, J. C. (2016). The relationship between cultural intelligence and transformational
leadership: A study of people leaders (Doctoral dissertation, The University of the
Rockies).
Groves, K. S., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and crosscultural
negotiation effectiveness. Journal of Management Education, 39(2), 209-243.
Livermore, D., & Soon, A. N. G. (2015). Leading with cultural intelligence: The real secret to
success. Amacom.
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