The paper "Overreliance on Expatriates, Cultural Diversity in the Workplace in the UAE" is a perfect example of a management assignment. Human resource managers attain a sustainable competitive advantage through the strategic utilization of people in the organization. However, the process is always slow and such managers need a constellation of enthusiasm, energy and hope to become effective. Managers who possess skills and experience in understanding change, developing moral purpose, motivation, knowledge building, coherence making and relationships increase the level of commitment from organizational members that in turn lead to positive results. Moral purpose is an important aspect that managers strive to achieve in the organization.
This occurs naturally if the manager develops a passion and treats all members fairly. The manager will therefore increase the potential to have many followers and network teams (Fullan, 13). When the moral purpose is inculcated on members, it becomes possible for the organization to make a difference by achieving the desired changes. It also makes it effective for managers to lead people in problem-solving and enhancing their accountability for solutions. Such managers need to be more innovative, to understand the objective and changes and lead them. According to Axtmann and Annegret building, strong relationships are core for the leader to attain the organization's common goal and achieve continuous communication.
Through their emotional intelligence of the manager potential positive impact promote competitive advantage. It is, therefore, a process the manager engages in creating, controlling and maintaining good organizational relationships. A manager also strives to build knowledge from the social context of discussions and sharing. Through teamwork and collaboration people share in and across their organization, they, therefore, end up in a process of creating knowledge.
Attaining organizational goal, require an enhanced knowledge and internal commitment. Continuous training, seminars and workshops on members ensure the ability of human resource managers to evaluate the short-term and long-term inputs and outputs. This can be through internal and external consultation.
Axtmann, Annette, and Annegret Dettwiler. “The visit: Observation, reflection, synthesis for training and relationship building.” The visit Observation reflection synthesis for training and relationship building 2005.
Fullan, Muller. Leading in a culture of change. San Francisco, California:
Mirza, Shahnaz, Human resource management and technology. New Delhi, India: Serials Publications, 2010.
Sparrow, Paul. Handbook of International Human Resource Management Integrating People, Process, and Context. Chichester: John Wiley & Sons, 2009.
Suter, Brigitte. “Labour Migration in the United Arab Emirates: Field Study on Regular and Irregular Migration in Dubai.” System 2005: 1-93. Print.
Team, Diversity. “Diversity leadership guide.” Diversity Management Office October (2006): 2-5. Print.
Truss, Mankin, and C Kelliher. “Strategic Human Resource Management.” Ed. R S Schuler & S E Jackson. Human Resource Management14.4 (2010): 365 - 382.
Zayani, Mohamed. “Media, cultural diversity and globalization: challenges and opportunities.” Journal of Cultural Diversity 18.2 (2011): 48-54.