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The culture of inclusion and diversity has been of benefit to Maersk Line as business in the rapidly changing world depends on competence and ideas. An inclusive culture ensures that workers are hired based on competence and their skills without bias during the recruitment process. The company has access to the best possible competent and skilled employees who have created an environment for new ideas and new thinking. Maersk Line provides a setting whereby every employee nourishes their talent; thus, reaching their full potential.
The culture of diversity and inclusion has had a positive impact in the decision making process at Maersk Line. The broadly composed workflow is significant in allowing employees to participate and leverage future demographic changes in the workforce (Vallejo Peña 2016) The strategy for inclusion and diversity has paved way for the company to achieve more basic business benefits as future demographic changes would allow the company to hire from the widest talent pool and run a compliant business, as well as working in accordance with the company values (Agerdal-Hjermind 2018).
The implementation and integration of safety management in business operations and procedures is vital in the decision making process of health matters. The responsibility of implementing health policy in Maersk Line has paved way for the formation of safety and environment committee that helps in decision making in the company (Reinhardt 2012). The committee has played an important role of building strategy and sharing the guidelines that are vital in avoiding accidents. The Maersk health and safety committee makes decisions even as they oversee performance of employees. The health and safety committee also has a role of reviewing fatality investigation reports that are important in making decisions on ways of making improvements taking further actions to minimize the risk of similar accidents (Vallejo Peña 2016).
The culture of respect for human rights has led to an improvement in the operations of Maersk Line as decisions have been made to ensure good and fair labor conditions for all employees. It is common knowledge that good working conditions boosts the performance of employees; thus leading to an increase in profitability. Employees are motivated to work when they are covered under a set of labor principles that protect their rights and safety (Pettigrew 1979). In Maersk Line, there are a set of principles that are informed by the International Labor Unions and the requirements of the United Nations Global Compact. The bodies that fight for human rights have influenced decision making in the Maersk Line to improve the working conditions of all the workers (Agerdal-Hjermind 2018).
Decisions that have been made at Maersk Line aim at ensuring that labor relations and labor conditions serve the interest of both the workers and the organization. The decisions made set guidelines on how management ought to engage with the employees and their representatives in reporting labor issues (Pettigrew 1979). Maersk Line has been noted to provide training in labor relations and negotiations to improve its performance globally.
Being a multinational company, negotiations have to be made with governments on how to conduct business and participate in social activities. The culture of respect for human rights has influenced the decision making in Maersk Line as the top management has to give guidelines as per the requirements of the company (Reinhardt 2012). The company has been in a position to live up to the global labor principles wherever it operates; thus, boosting its image in the international scene. Employees of multinational organizations are obliged to work and ensure oversight and consistency in the conventional worldwide labor relations (Schein 2010).
Maersk Line has been recruiting employees based on competency and skills, a move that has paid off. The company has had the notion that no company is better than its employees; thus, the stiff stand in the protection of human rights. Decisions have been made on how to structure the organization and the projects to shelve or get behind (Pettigrew 1979). Traditionally, Maersk recruited most of its management from within the organization, but as the world of business changes, a new strategy of recruiting people based on competencies was adopted. The organization is currently more competent and priming it for the setbacks of the future (Vallejo Peña 2016).
The long-term success of the organization is defined by the strong organizational foundation that is built on a coherent structure. Decisions have been made to move the Maersk Line company in the same direction at the same time, a factor that has had an enormous impact on the organization’s capacity to achieve its objectives (Vallejo Peña, 2016). Most global organizations fail to implement enormous changes at the same time as it requires a common culture and language that transcends borders (Schein 2010).
The decisions made in the company are key to ensure that the management team drives growth and the Maersk Line remains as the world’s largest and the best-performing container-shipping company. The decisions made and the definition of the kind of company the management team desires to achieve are influenced by the culture of the organization. The organization has transformed into a global company that is focused and promotes team work to deliver what the customers want (Reinhardt 2012).
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