Find Alternate Surname Spellings Variations

Incorporating Nonverbal Communication into Dietetics and...

1.1 Introduction This research paper makes recommendations for incorporating nonverbal communication into Dietetics and Nutrition. 1.2 Limitations This report is limited to paralinguistics, gestures, clothing and adornment within nonverbal communication in the field of Dietetics and Nutrition. 1.3 Scope This report aims to highlight the importance of paralinguistics, gestures, clothing and adornment in the setting of Dietetics and Nutrition. Peer reviewed articles and theoretical evidence provided to address how we change individual’s perceptions of professionals by using nonverbal behaviours therefore effecting client health outcomes. Advice and strategies for improving client /professional relationships are included.†¦show more content†¦The appearance of a person helps to make a positive impact. The way one looks and presents oneself indicates the importance one attaches to one’s presence or participation in the occasion. (p. 22). A uniform can identify a professional and implicate a certain level of trust and respect by a client. However, in the field of dietetics and nutrition there is no particular uniform, therefore choosing appropriate clothing attire to gain clients trust can be an issue. Therefore, it is identified that â€Å"The nursing, medical and communication literature shows that a professional’s dress attire is relevant to client-professional interactions because it strongly influences client’s perceptions of their professional’s characteristics† (Heitmeyer Goldsmith, 1990; Nair et al., 2002, as cited in Cant, 2009, p. 504). Hence, clothing and adornment can affect client/professional relationships. 4.0 Paralinguistics 4.1 Paralinguistics in Dietetics and Nutrition Paralinguistics conveys meanings of the words used and not used during communication. â€Å"Paralinguistics: the properties of voices, separate from the words being spoken, that can convey meanings† (Eunson, 2012, p. 263). Mishra (2009) explains; Communication is not merely the use of words, but also includes nonverbal cues, such as, pauses and silence, in addition to the demonstration of vocal characteristics

CTV Newsnet Case Analysis Free Essays

string(240) " her work carried considerate significance to CTV’s philosophy which addresses social commitment; thus, not only she was under great pressure but also her co-workers, which increased the possibility of the occurrence of the tape mistake\." Chapter 3 CTV Newsnet [pic] 1. Abstract In January 2000, the CTV Newsnet was confronted with a threat to its reputation and growth. A tape with offensive remarks made by the News broadcaster Avery Haines’ were aired mistakenly, and it aroused great public indignation. We will write a custom essay sample on CTV Newsnet Case Analysis or any similar topic only for you Order Now By means of OB analysis, we found that Haines’ dispositional characteristics such as low emotional stability and lack of conscientiousness, heavy workplace stress, and different attribution processes conducted by the anchor, her coworkers and the audience may all be causes of that crisis. Therefore, we suggest that CTV Newsnet could deal with its reputation crisis and prevent the similar technical and behavioural mistakes in the future as the following: 1) communicating effectively with the viewers about the company’s value and attitude toward this incident, 2) setting up positive reinforcers and punishment rules to encourage desirable behaviour and eliminate undesirable behaviour, 3) holding periodical seminar to strengthen employees’ awareness of work ethics, 4) doing job redesign to verify job tasks and reduce working pressure, and 5) providing proper training programs to improve employees’ cognitive abilities and professional skills. Table of Contents 1. Abstract 2 2. Introduction 4 3. Case Analysis 4 3. 1 Personality 4 3. 2 Stress 5 3. 3 Actor-observer Effect7 4. Solutions8 4. 1 Operant Learning Theory8 4. 2 Coping with Stress 9 4. 3 Attribution Theory 10 5. Conclusion 11 6. Bibliography12 7. Appendices13 2. Introduction The news channel, CTV Newsnet, had been playing important role in practicing the CTV Inc. ’s philosophy which emphasizes the social commitment, such as caring about farming issues. However, in January, 2000, CTV Newsnet had faced a severe challenge to maintain its reputation. This incident started with the CTV Newsnet anchor Avery Haines, who had stuttered and flubbed while recording a report introduction on farmer issues. In order to cover her own embarrassment and ease the tension for other co-workers in the studio, she made a private self-deprecating joke which included inappropriate remarks about various minorities. Of course, they retaped this part, but later that day, a CTV technician mistakenly aired the wrong tape which included the error and the offensive comment to the public. Soon after, mountains of criticism and suspicions about CTV’s professionalism and integrity flooded into the company. The happening of this fatal mistake indeed had adverse impacts on the company’s reputation as well as its further expansion plan. Thus, the purpose of our report is to decrease the possibility of making small but fatal mistakes among employees and to improve their sense of responsibility. 3. Casa Analysis 3. 1 Personality and the Big Five Personality can be described as the individual’s personal style to deal with the world. For Haines, there is a whole mixture of features that describe her personality. When hiring Haines as a â€Å"Hostess† for CTV, Kowalski, the CTV News senior vice-president and general manager was applying one of the key concepts of OB: the fit concept (textbook P41). Indeed, Kowalski felt immediately that Haines is the right person to fit in the fast-paced and demanding milieu of TV. Kowalski was impressed by her personal and professional qualifications. At the professional level, Haines had won many awards, shown a high level of performance, and earned wide popularity. At the personal level, and according to the five-factor model of personality, Haines showed her openness (she was creative and eager to move forward from radio to television), agreeableness (she humbly accepted criticism and advice, and completely committed to the job) and extraversion (she was interested in everything and had quickly gained the support and affection from her co-workers) (Ng, et al. , 2005). However, her lack of emotional stability (self-confidence) and consciousness (responsibility) didn’t appear to Kowalski until the fatal errors occurred. In fact, Haines’ self-depreciating joke to cover her embarrassment and hide her vulnerability and awkwardness is a display of the lack of confidence and consideration of the consequences. According to the intereactionist approach, organizational behaviour is a function of both dispositions and the situation (George, 1992). Indeed, Haines was facing a weak situation where there are loosely defined roles and few rules, so it’s hard to define appropriate behaviour (Adler Weiss, 1988). As a result, personality tends to have most impact in weak situations, which was the case of Haines behaviour. 3. 2 Stress It was a very long day in CTV, they were preparing for a show talking about the farmers’ story which attracted growing attention all over Canada, and Haines due to being stressed made her famous mistake. Stress can be defined as a psychological reaction to the demands inherent in a stressor that has the potential to make a person feel tense or anxious (McGrath, 1970). In our case, the viewers of the broadcasting on the farmers’ issue were the potential stressors to Haines, whereas Haines was also the potential stressor to her co-workers. Haines’ personality which was discussed earlier can mainly determine the extent to which the potential stressor becomes a real stressor, and it also determines how she reacted to stress behaviourally, psychologically, and physiologically. This can explain why Haines can be a potential stressor who exerted in turn stress on the work environment in which employees actions were affected and the wrong tape mistake was made. In terms of Locus of control (which is a set of beliefs about whether one’s behaviour is controlled by mainly internal or external forces), Haines reacted in this way since she was an external person. This type of people are more likely to feel anxious in the face of potential stressors (Ng, et al. , 2006), and that’s the case of Haines when she made her famous mistake; she was stressed and started making jokes to overcome her mistake, unlike if she was an internal person (which internal factors determine her personality) she would have confronted her stressors. Furthermore, Haines suffered from managerial and executive stress, since she had a work overload on the day of the incident. Also, Haines has a heavy responsibility and her work carried considerate significance to CTV’s philosophy which addresses social commitment; thus, not only she was under great pressure but also her co-workers, which increased the possibility of the occurrence of the tape mistake. You read "CTV Newsnet Case Analysis" in category "Essay examples" Finally, other general stress factors such as work-family conflict, Job insecurity, and role ambiguity might affect the level of stress among CTV employees and led to the problem in the workplace. 3. 3 Actor-observer Effect According to Attribution theory, people’s behavior can be attributed to dispositional and situational causes though they are not always accurate. When people are forming attribution to explain others’ behavior, biases and errors are hard to avoid. Thus, in the CTV Newsnet case, Haines and her colleagues in the studio did not perceive her joking as a big problem  ; on the other hand, viewers were more likely to attribute her comments to her real disposition. The fact that viewers and her co-workers had different perceptions of Haines’s joking reflected the actor-observe effect in attributing process (Watson, 1982).. In this case, Haines tended to attribute her making joke to some external factors. They may include her extreme tiredness with the heavy workload, the attempt to ease the embarrassment, and the certainty of a second recording. This is because Haines as an â€Å"actor† is more sensitive than â€Å"observers† (the audience) of the pros and cons that the environment offered (Textbook, p83). Moreover, she knew exactly her own thoughts and intentions which is to get herself and her co-workers relaxed. In general, people know better anout how and why their behavior varies by situations, while the observers tend to guess. In terms of the perspectives of Haines’ co-workers, they would also attribute Haines’ behavior to the external causes because they understood Haines’ motivation and thoughts in that specific situation, and they also know her personality well. They usually saw Haines as a talented, reliable and unbiased person. Thus, coworkers might perceive her making improper joke as an accident due to the low consistency and high distinctiveness of her this behaviour (Medcof, 1990). As the observer of Haines’s behaviour, CTV viewers had high possibility to commit the fundamental attribution error through overemphasizing dispositional causes and ignoring the possible environmental factors that may incur her joke making (Jones, 1979). Because viewers lacked the knowledge about the constraints, private thoughts, feelings, and intentions regarding Haines’s behaviour, they intuitively assumed that the anchor’s making discriminatory remarks reflected her real thoughts. Hence, they inevitablly felt horrified and annoyed. 4. Solutions: 4. 1 Operant Learning theory What happened to the CTV Newsnet indicated two main problems that threatened the maintenance of its reputation and integrity, less professional broadcasting and inferior technical error. Both behavioural mistakes should be eliminated for the sake of the entire company. According to the operant learning theory, two approaches could help CTV newsnet to improve their operationing effectiveness. One approach is to use appropriate positive and negative reinforcement to stimulate desired behaviour. The other is to use extinction and punishment to stop undesired behaviour (Textbook P49-55). In order to avoid such basic technical misconduct on the short-term basis, the CTV managers could adopt positive reinforcement by establishing periodical employee recognition programs. They include offerring financial rewards quarterly or annually to error-free employees and employees who made significant progress in their work. Moreover, a long-term training and development program can be conducted for technicians to learn how to operate the broadcasting equipment properly and efficiently as well as to adopt new technologies and upgrade their professional knowledge. To minimize the similar mishap made by Haines, CTV should create clear communication channel between company and employees to encourage a more direct feedback. It will give help the organization find out their employees’ personal or work-related difficulties so that their performance can be enhanced (Peterson Luthans, 2006). If employees’ problems were incurred by too much workload, managers should consider hiring extra staff or enhancing the efficiency of management to cut the workload for employees. If making mistake was due to the lack of job interest and enthusiasm, the company could offer employees the opportunity to rotate among different positions or grand employees more controling power over their tasks to raise their sense of involvement. Meanwhile, through the negative reinforcement, the upper management may also monitor employees’ job performance and behaviour. Building up a more strict set of operational rules helps prohibit undesirable behaviours in the studio. Any breach of the rules could lead to disciplinary actions such as a verbal warning, a written warning or an ultimate dismissal. Employees’ attemppt to eliminate these unpleasant outcomes (warning and dismissal) can motivate them to obey the rules (textbook, p50). Although punishment might cause unwanted impacts on employees’ working enthusiasm, it is a effective way to prohibit seriously adverse behaviour sometimes. It also serves as a sound warning for other potential mistake-makers and a necessary compromise for easing the public anger. In CTV case, Haines should be fired for her unprofessional behaviour though unintentional since it already incurred a huge wave of public irritation. The technician who played the wrong tape should also be punished for his or her carelessness. However, using punishment should always be careful. 4. 2 Coping with stress In order to reduce and overcome the stress which could occur in the work place now and in future, CTV should start implementing concrete actions. For example, doing job redesign that changes the job depth and breadth can rebuild the job tasks with more diversity and authority. CTV could socially support its employees by planning events and activities which can improve the employee’s social life. The human resource department could establish a family friendly policy for the employees, which will allow the staff to balance better between their job duties and family responsibilities (Grant Parker, 2009). Finally CTV could also introduce stress management programs and work balance programs to allow its employees to arrange their time and tasks effectively with a wisely designed working schedule. . 3 Attribution theory Concerning the above analysis, some work-related attitudes among employees in CTV Inc. should be modified or reinforced. Since attitudes can be modified through persuasively changing people’s beliefs and values (Textbook, p120), holding seminars and developing training programs can indeed help improve the work-related attitudes of CTV workers. First, employees should improve their awareness of the limitation of viewers’ knowledge about the journalists’ or broadcasters’ personal conditions. Interactive activities involving CTV employees and CTV viewers can be conducted to help them establish better mutual understanding. Then, mangers can hold discussion panels to reinforce the belief that working in CTV requires rigorous work ethics and extensive sense of responsibility, especially as journalists and broadcasters. And through these trainings, the employees will be encouraged to ponder internal factors for their own behavior and be more aware that their self-perceived minor mistakes could be fatal to the further growth of their company. Besides, CTV Newsnet should enhancee its employees’ personal skills to maintain its professionalism and reliability. According to the concepts of job performance, individual job performance is heavily affected by his or her general cognitive ability, which refers to intelligence (Textbook, P149). Training programs can be conducted to refine speaking skills of the anchors so that they can be more careful and thoughtful about wording when broadcasting the public information. Moreover, periodical seminars can be held to retain employees’ proper consciousness of political, religious and ethnic issues and to enrich their storage of the relevant knowledge. 5. Conclusion About decade ago, CTV Newsnet anchor Avery Haines’ offensive remarks were aired mistakenly and caused great controversies in the public. The management was facing a severe challenge: the news station’s reputation and growth were threatened. Through OB analysis we have found that certain traits of Haine’s personality, i. e. low level of emotional stableness and ack of conscientiousness, workplace stress from too much workload and pressure, as well as different attribution processes conducted by the anchor, her coworkers and the audience may all causes contributing to the problem. CTV Newsn et could deal with its reputation crisis and avoid these technical and behavioural errors in the future by taking the right steps: communicating effectively with the audience about the company’s value and attitude toward this incident, setting up positive reinforcers and punishment rules to encourage desirable behaviour and eliminate undesirable behaviour, doing job redesign to clarify roles and reduce workload, and providing proper training programs to improve employees’ cognitive abilities and awareness of work ethics. Bibliography 1. Adler, S. , Weiss, H. M. (1988). Recent developments in the study of personality and organizational behaviour. In C. L. Cooper I. Robertson (Eds. ), International review of industrial and organizational psychology. New York: Wiley. 2. George, 1992; Weiss, H. M. , Adler, S. (1984). Personality and organizational behaviour. In B. M. Staw L. L. Cummings (Eds. ), Research in organizational behaviour (Vol. 6, 1-50). Greenwich, CT: JAI Press. 3. Grant, A. M. , Parker, S. K. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. Academy of Management Annal, 3, 317-375. 4. Jones, E. E. (1979). The rocky road from acts to dispositions. American Psychologist, 34, 107-117; Ross, L. (1977). The intuitive psychologist and his shortcomings: Distortions in the attribution process. Advances in Experimental Social Psychology, 10, 173-220. 5. McGrath, J. E. (1970). A conceptual formulation for research on stress. In J. E. McGrath(Ed. ), Social and psychological factors in stress. New York: Holt, Rinehart, Winston. 6. Medcof, J. W. (1990). PEAT: An integrative model of attribution processes. Advances in Experimental Social Psychology, 23, 111-209. 7. Ng, T. W. H. , Eby, L. T. , Sorensen, K. L. , Feldma, D. C. (2005). Predictors of objective and subjective career success: A meta-analysis. Personal Psychology,58, 367-408. 8. Ng, T. W. H. , Sorensen, K. L. ,Eby, L. T. (2006). Locus of control at work: A meta-analysis. Journal of Organizational Behavior, 27, 1057-1087. 9. Parasuraman, S. Alutto, J. A. (1981). An examination of the organization antecedents of stressors at work. Academy of Management Journal, 24, 48-67. 10. Peterson, S. J. , Luthans, F. (2006). The impact of financial and nonfinancial incentives on business-unit outcomes over time. Journal of Applied Psychology, 91, 156-165. 11. Saks. A. M. , Gary. J. (2011). Organizational Behaviour. Toronto: Pearson Prentice Hall. 8th edition. (textbook) 12. Watson, D. (1982). The actor and the observer: How are their perceptions of causality divergent? Psychological Bulletin, 92, 682-700. How to cite CTV Newsnet Case Analysis, Essay examples

Contemporary Issues For Management Business -Myassignmenthelp.Com

Question: Discuss about the Contemporary Issues For Management Business. Answer: Introduction This report considered the organization, Petroleum Development Oman (PDO), which is the country's leading company for crude oil production and natural gas supply (Pdo.co.om 2018). The government of Oman owns 60% of the PDO and the rest of the part of the organization is obtained 34% by Royal Dutch Shell, 4% by Total and 2% by Partex (Pdo.co.om 2018). The concerned organization has 130 producing oil fields, 8,000 active wells and 14 producing gas field (Pdo.co.om 2018). The organization employed a total of 8500 diversified workforce which comprised of people from 64 different nationalities (Pdo.co.om 2018). PDO have to manage this large diversified workforce so that all of them can collaboratively work for obtaining the organizational objectives. Petroleum Development Oman (PDO) give equal chances to men and women based on their skills as a result, out of the 8500 employee, more than 1,000 employees are women and 4 women also get the opportunity to perform the role of member of the Ma naging Directors Committee (MDC) (Pdo.co.om 2018). The organization also has Diversity and Inclusion (DI) team that is controlled by the Managing Directors and six members of the Managing Directors Committee that maintains the aspect of diversity in the workplace. In this business report, the strategies for managing the business ethics will be highlighted from the perspective of the considered organization that is Petroleum Development Oman (PDO). The cultural and leadership role in the company will be assessed that addressed the components of setting standard of ethical behavior, managing stakeholders relations and assessment of ethical performance. These aspects are also supported with relevant examples. Moreover, the diversity management program of the PDO will also be demonstrated followed with evaluation of basic issues of managing diversified employees. These findings of the discussion are then presented under the conclusion section which is also accompanied with recommendations for overcoming the identified issues. Discussion of business ethics management Strategies that companies utilizes for managing business ethics Carroll and Buchholtz (2014) highlighted that contemporary companies consider managing business ethics is an associated behaviors and the managers are also emphasized on standard management practices. Moreover, these organizations also develop ethics program for demonstrating the values to appropriate behaviors through codes of ethics, generate lists of ethical values, generate policies, procedures for ethics and give training to the employee on ethical behavior (Trevino and Nelson 2016). Bowie (2017) furthermore stated that organization also assesses the possible ethical dilemmas according to the business functions and avoid their occurrence of the ethical issues in the first place. In addition to that, the ethical decisions include all the stakeholders and make the decision in public so that transparency in the workplace can be maintained (Weiss 2014). Pearson (2017) portrays that management integrate their management practices with ethics management during strategic planning. Last ly, the most important aspect of the ethics management in the business is development of cross-functional teams while formulating and incorporating ethics management program (Carroll and Buchholtz 2014). Petroleum Development Oman (PDO) considers ethics management in the personal policies, safety codes and manpower development programs (Pdo.co.om 2018). The ethical principal based on which the Omani society is founded is utilized for developing the statement of General Business Principles. Thus, the nations respect is also maintained through the organizational policies of PDO. The organization also includes shareholders, employees and business partners in the formulation of the ethical principle (Pdo.co.om 2018). Apart from the core business practices, the organization has developed code of conduct that highlights highest standards of honesty, integrity, fairness in the aspects of people and safety, corrupt practices, safeguarding of the organizational assets and information, communication management and international trade (Pdo.co.om 2018). Cultural and leadership role and strategy of an organization to maintain business ethics The leaders of the PDO develop legal and ethical norms with shareholders, employees and stakeholders, with whom the organization is associated to do business. Moreover, there are series of standard practices that the leaders of the PDO incorporates- Setting standards of ethical behaviors The PDO establishes some standards that highlight the ethical behavior for their organization. The ethical behavior standards include equal behavior with all the employees irrespective of their different cultural and transitional beliefs (Minnee et al. 2013). PDO also give chances to men and women in their organization (Pdo.co.om 2018). The company also offers training and career development options to their employees and behaves well with all of them. (Matriano and Suguku 2015) highlighted that PDO officials strive for excellence and allow employees to take initiatives for implementing innovations. All the organization regulations and policies are shared with the employees and all the remaining stakeholders and in this way; transparency is maintained properly in the workplace. The concerned organization endeavors to disclose information about the activities to interested parties (Weiss 2014). PDO also takes accountability for all the actions taken by the employees (Pdo.co.om 2018). Trevino and Nelson (2016) thus stated that in contemporary organizations leaders celebrate the success as well as the failure so the employees and provide the employee a positive feedback so that they can always be motivate for obtaining their organizational goals. Managing stakeholders relations Warner and Sullivan (2017) highlighted that in order to manage the stakeholders relations, public relations must have to be included. Bridoux and Stoelhorst (2014) however, argued that apart from the incorporation of public relations, correspondence with the government policies should also be considered. This will allow the organization to proceed with their operational functionalities in accordance to the nations obligations. The Petroleum Development Oman (PDO) deals with the energy supply and have its 60% the stake owned by the Government of Oman considered public relations and correspondence with the government policies for ensuring the corporation with key requirements of the relationship with stakeholders (Weiss 2014). Taken for instance, PDO also considers stakeholder engagement plan that includes the MDC and Functional Directors. These functioning bodies rank the stakeholders according to their priority in the business like government, shareholders, suppliers and contactors and community people (Garbie 2016). The prioritized lists allow the PDO to formulate the engagement plan. Image 1: Stakeholder Engagement management (Source: Bridoux and Stoelhorst 2014) Assessing ethical performance The PDO evaluates the ethical performance of the employees and the management through their individual performance and group performance (Gyrd-Jones and Kornum 2013). Crane and Matten (2016) stated that the performance of the person is also classified into two aspects- legally mandated and discretionary. PDO is an organization that deals with the oil and gas and energy supply to the users, the organization also measure the ethical performance of the organization by keeping track of the lost numberof workdays due to fatalities. The measurement also includes the behavior of the employee towards each other along with measuring the number of employee bullying, voluntary turnover and internal complaints (Weiss 2014). Discussion of diversity management program Diversity management program Harvey and Allard (2015) stated that the variety of differences between people working in the same organization is known as workplace diversity. Moreover, strategy of using best practices so that people from diverse culture and tradition intends to work for a single organization is referred to as diversity management. The diversity management program in the PDO is maintained by Diversity and Inclusion team (Madera 2013). The diversity management team of the organization also has women in the committee. Their diversity management in the organization involves considering the diversity management as a critical business activity, valuing the braid range of the cultural and personal differences among the people, respecting each employee, provision of equal opportunity, offering a trustful base that allow the employees to share their concern without any hesitation and demonstrating fairness and respect in the interaction with the external stakeholders (Cole and Salimath 2013). The statistics shows that the Omanisation rate is 77% and out of 8789 employees, 6772 are the Oman employees and the rest of the 2017 employees, belongs from other culture (Pdo.co.om 2018). The report also represents that out of total 935 women employees, 98 are from other nations and remaining 837 employees are Omani (Pdo.co.om 2018). In addition to that, the women are also offers with management roles and this can be witnessed through the fact that 4 Omani is have been included on 15 member committee of Managing Director (Pdo.co.om 2018). Image 2: People and staff management in PDO (Source: Pdo.co.om 2018) Issues in managing employee diversity There are series of diversity management issues in contemporary organizations like- resistance of the diversity management, poor communication among the employee due to difference in language, lack of employee involvements, language and cultural differences and high rates of employee bullying (Madera 2013). Crane and Matten (2016) stated that Oman on signing the treaty of WTO, all the residing business willingly and unwillingly become flatter, flexible and diverse and formulated into a manpower pool with mixtures of vivid religion, religion, races, races cultures and origins. This resulted in the poor incorporation of perfect diversity in the Omani workplace. In case of PSO, there are involvement of the women officials in management designation and people from other culture as the member of the organization but this involvement is very less in number. These women are not allowed to take sole decisions for the business and have to share their concern with the male officials which on getting approved by the senior officials gets valued (Crane and Matten 2016). Thus, it can be stated that women remain extremely underrepresented when considering the senior roles in Omani organizations. Another issue is that the business operations are operated in a global context; however, the number of member allocated for the operation is lesser from other religion and PDO intends to recruit people from Oman (Minnee et al. 2013). This issue raises the lack of understanding of the host nations business requirement and approaches as the Omani employee takes time to assess the situations (Minnee et al. 2013). This non- inclusion of the non native people also delays in business operations and poor business deals in the host country. Garbie (2016) furthermore highlight the issue of poor communication among the employees in the organization while managing the diversity. In PDO also people from Oman have strong national identity that makes them to remain more connected with the Arab culture and Islamic roots. This rises to the issues of lack of establishing the interpersonal relationship among the employees and the likeliness of cases of employee bullying gets higher. Moreover, the organization follows the code of conduct for sharing almost all the information related to the organization. However, Rajasekar and Khan (2013) stated that in most of the Oman organization, the policies and legislations are published in their native language and English. Rajasekar and Khan (2013) furthermore suggested that this creates a problem for the employees, who are not able to read these languages and hence cannot enhance their knowledge based regarding the companys operations. Moreover, since the majority of the employees are from Oman, in the formal meeting also sometimes they talk in their native language, which is also a reason that the employees from other culture do not participate in the meetings or some important decision- making sessions. This aspect resulted in poor relationship among people from Oman and other culture. Belwal and Belwal (2014) stated that the non- native people do not understand whether or not they have been bullied or appreciated from their colleagues as they are unable to understand their language. Another issue that is raised while managing the workplace diversity is the disagreement of the employee with the officials and sometimes it invites the stage of employee strike, poor productivity and turnover of the employee from diverse culture and race religion. Conclusion Thus, it can be stated that PDO obtain strategies for managing business ethics and emphasized on standard management practices. The practices involve development of ethics program, assessing possible ethical dilemmas, including all the stakeholders in ethical decisions and integrating their management practices with ethics management. It is also found that PDO considers ethics management in the personal policies, safety codes, manpower development programs, highest standards of honesty, integrity, fairness in the aspects of people and safety, corrupt practices, safeguarding of the organizational assets and information and communication management and international trade. Moreover, setting standards for ethical behaviors, managing stakeholders relations, evaluating the ethical performance through their individual performance and group performance, keeping track of the lost number of workdays due to fatalities and measuring the number of employee bullying, voluntary turnover and intern al complaints are some of the aspects for managing business ethics. Moreover, for diversity management program, it has been found that out of total 935 women employees, 837 employees are Omani and the total Omanisation rate is 77%. It is also found that only 4 Omani is having been included on 15 member committee of Managing Director. Thus it can be stated that, the number of people from other nation, diverse culture and religion are less in number and this rises to the issue of poor communication, poor development of interpersonal relations, more number of employee bullying and high rate of employee turnover. Recommendations Formulate a more diverse management team It is a fact that if management team belongs to same nation, the regulations they will formulate can be biased. Thus, rather including female from same nation as the member of the managing directors, it is more effective to include people from diverse culture and religion in the management team. Developing organizational policies in all languages There are some employees, who face difficulty in communicating with people from other race and origin. The effect of the problem is more if the people are in other nation as they hesitate to share their difficulty and concern regarding language barrier. Thus, the organization need to publish all their booklets of organization policies and letters in all possible languages so that people from the concerned area can easily understand and implement the same in obtaining the work goal collaboratively. Set reward to follow all the ethical consideration People tend to follow instructions willingly if they have some personal benefits. Thus, set rewards like monetary facility, effective recognition in the workplace can motivate the employee to follow all the ethical regulations and treat equally with all the members of the organization. Reference Belwal, S. and Belwal, R., 2014. Work-life balance, family-friendly policies and quality of work life issues: studying employers' perspectives of working women in Oman.Journal of International Women's Studies,15(1), p.96. Bowie, N.E., 2017.Business ethics: A Kantian perspective. Cambridge University Press. Bridoux, F. and Stoelhorst, J.W., 2014. Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives.Strategic Management Journal,35(1), pp.107-125. Carroll, A. and Buchholtz, A., 2014.Business and society: Ethics, sustainability, and stakeholder management. Nelson Education. Cole, B.M. and Salimath, M.S., 2013. Diversity identity management: An organizational perspective.Journal of business ethics,116(1), pp.151-161. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Garbie, I., 2016. Sustainability in Service Sector: Oil and Gas Industry. InSustainability in Manufacturing Enterprises(pp. 217-236). Springer, Cham. Gyrd-Jones, R.I. and Kornum, N., 2013. Managing the co-created brand: Value and cultural complementarity in online and offline multi?stakeholder ecosystems.Journal of Business Research,66(9), pp.1484-1493. Harvey, C.P. and Allard, M., 2015.Understanding and managing diversity: Readings, cases, and exercises. Pearson. Madera, J.M., 2013. Best practices in diversity management in customer service organizations: an investigation of top companies cited by Diversity Inc.Cornell Hospitality Quarterly,54(2), pp.124-135. Matriano, M.T. and Suguku, D., 2015. Entrepreneurship Growth in Oman: Position, Prospects and Growth of Entrepreneural Education.IJAEDU-International E-Journal of Advances in Education,1(2), pp.127-131. Minnee, F., Shanka, T., Taylor, R. and Handley, B., 2013. Exploring corporate responsibility in Omansocial expectations and practice.Social Responsibility Journal,9(2), pp.326-339. Pdo.co.om., 2018. [online] Available at: https://www.pdo.co.om/SiteAssets/Miscellaneous/PDO%20Code%20of%20Conduct.pdf [Accessed 23 Apr. 2018]. Pdo.co.om., 2018.About PDO. [online] Available at: https://www.pdo.co.om/en/about/Pages/default.aspx [Accessed 23 Apr. 2018]. Pearson, R., 2017. Business ethics as communication ethics: Public relations practice and the idea of dialogue. InPublic relations theory(pp. 111-131). Routledge. Rajasekar, J. and Khan, S.A., 2013. Training and development function in Omani public sector organizations: A critical evaluation.The Journal of Applied Business and Economics,14(2), p.37. Trevino, L.K. and Nelson, K.A., 2016.Managing business ethics: Straight talk about how to do it right. John Wiley Sons. Warner, M. and Sullivan, R. eds., 2017.Putting partnerships to work: Strategic alliances for development between government, the private sector and civil society. Routledge. Weiss, J.W., 2014.Business ethics: A stakeholder and issues management approach. Berrett-Koehler Publishers.