Reasons to Teach in a Private School

Teaching in a private school has many advantages over teaching in a public school: a thin management structure, small class sizes, smaller schools, clear discipline policies, ideal teaching conditions, and common goals. Thin Management Structure A private school is its own independent entity. Its not part of a large administrative group of schools, like  those in a school district. So you dont have to go up or down through layers of bureaucracy to deal with issues. Private schools are autonomous units of manageable size. The organization chart typically has the following upward path: staffdepartment headhead of schoolboard. You will find additional layers in larger schools, but even these institutions feature thin management structures. The advantages are obvious: responsiveness to issues and clear communication channels. You dont need a union to help you deal with issues when you have easy access to administrators. Small Class Sizes This issue goes to the heart of what teachers are all about. Small class sizes allow educators in private schools to teach effectively, give students the individual attention they deserve, and accomplish the educational goals entrusted to them. Private schools typically have class sizes between 10 and 12 students. Parochial schools generally have larger class sizes, but even they are smaller than those in comparable public schools. Contrast this with public schools, which range from 25 to 40 or more students per class. At that class size, the teacher becomes a traffic cop. Smaller Schools Most private schools have 300 to 400 students. The largest independent schools top out at only about 1,100 students. Compare that with public schools with 2,000 to 4,000 students or more, and its clear that students in private schools are not just numbers. Teachers can get to know all their students as well as others throughout the school community. The community is what private schools are all about. Clear Discipline Policies While there are many differences between public and private schools, the primary difference is the approach to discipline. In a private school, the rules of the school are clearly laid out when the teacher signs a contract. By signing the contract, the teacher agrees to abide by its terms, which include consequences for infractions of the discipline code. In a public school, the disciplinary process takes time and frequently is cumbersome and complicated. Students quickly learn how to game the system and can tie teachers up in knots for weeks over disciplinary matters.​ Ideal Teaching Conditions Teachers want to be creative. They want to teach their subjects. They want to light the fires of enthusiasm for learning within their young charges. Because private schools adhere to the spirit, but not to the letter, of state-mandated curricula, there is great flexibility in the choice of texts and of teaching methodologies. Teachers at private schools dont necessarily need to abide by state- or local school board-mandated curriculums, tests, and teaching methods. Common Goals Private school students are there because their parents want them to have the best possible education. Parents are paying serious money for that service. Consequently, everybody expects the very best results. If a teacher is passionate about her subject, she feels the same way. These common goals between parents and teachers—as well as administrators—make teaching at a private school a very desirable option. Article edited by  Stacy Jagodowski

Characterism And Symbolism In Tolstoys Anna Karenina

In Anna Karenina, Tolstoy marks Anna Karenina as a character of sensual beauty and ultimately suffocates her persona with superficiality that inhibits any attempt towards authentic emotion free from the constraint of constant attraction. Anna’s semblance overwhelms any social situation, preventing her from being anything more profound than the most beautiful woman in the room. While each element in Anna’s life changes as the story progresses, the rings on her fingers remain constant. The detail placed on Anna’s hands indicate that the adorning rings have a greater significance than a materialistic accessory, and instead are meant to provide a sense of stability. The rings are details that pertain only to her, and it is through the movement†¦show more content†¦The concept of wearing a ring is itself an expectation that comes with marriage, so Anna relentlessly challenges institutionalized matrimony by rejecting the standard of a wedding band. The brief e xistential commitment that Anna faces reveals a level of depth to her thought that is quite layered and introspective as it is full of nuanced identity. It is only within the closure of her rings that Anna canâ€Å"all at once [know] what was in her soul †¦ with the trace of a smile of commiseration for herself she sat down in the armchair, taking off and putting on the rings on her left hand.† As Anna touches her rings, she is able to softly approach the subject of her existence. Contemplating her â€Å"shame and disgrace† that will be â€Å"saved by death,† Anna confronts her desire to live from the depths of her â€Å"soul.† â€Å"As though absorbed in the arrangement of her rings,† and thus in deep thought, Karenin â€Å"went up to her, and [took] her by the hand.† Distracted by her husband, Anna loses focus from herself and nervously touches her rings as she stands up to her husband to give her a necessary moment of reassurance. He r hands contrast the popping knuckles of her husband, further revealing the disparity in their relationship and their incompatibility. â€Å"The blue veins in his white hands †¦ the cracking of his fingers, and remembering the feeling which had existed between them †¦ she shuddered with loathing,† overpowers Anna’s â€Å"dazzling and white hand with its rings† (788).

Linking benefit and pay and to competitive advantage Free Essays

For companies to be able to give their best and produce high quality goods and services they require to have a work force which is of high productive, their productivity is mostly based on some few aspect such a pay and benefit and competitive advantages. As companies/firm face still competition to control the market some management of these companies are coming up with ideas to please their employee and accommodate them in their firm. All firms require these three things. We will write a custom essay sample on Linking benefit and pay and to competitive advantage or any similar topic only for you Order Now Some have attractive benefits others are reassessing their offers some package are fund education, elderly care , health care for employee family, offer transport for their employee, rewarding the most productive employee and providing houses for their employees. Fund education Some companies encourage their employee to further their studies and climb up the ladder in the company. This is done in order to increase employee experience in what he/she handle in the company. It’s also done in order to increase the productiveness of a employee. Elderly care As most companies face stiff competition service and good, some firms are starting a package to cater for their employee who have since retired and are in their late ages. This is done in order for an employee to be bale to concentrate on his duties and give their best in that company. Company which offer these services tends mostly to out d other s who do not have such kind of services in their operation. Health care for their immediate family Where an employee is required to leave his place of work and go to take his immediate member of family to a hospital, some companies are cutting this wastage of time by introducing health care services to their employee not only saves time the service will also save the employee money as he/she does not need to spend anything in the hospital as his company will settle the bills. Offer transport for their employee Firm will buy buses which are used to ferry their employee from their residence to their place of work this is done in order to be bale to save to time which they could have used to go and look for other means of transport and thus reporting to work late or already exhausted and thus been unable to produce more for the company. In some firm every employee is dropped at his/her door and thus save companies and also employee time. Rewarding the most productive employee In most firms an employee who produces more in the firm is mostly rewarded by the management this is done in such away that the productiveness of employee is perused, where by a firm provide a questioner where every employee fills the questioner with the guidance of the management. Providing houses to employee In area where the employee comes from a far distance the firm provide houses for their employee where the employer do not want their employee to waste time they are provided with a house where they resides together with their family. It’s also done in order for a company to be able to know that their employees are safe. Results Companies which have the above described services to their employee tend to have high production and do better than other who does not have any benefit /competitive advantage. Messer. M (2006) Benefits: Gian a competitive edge with offerings employers want strategic finance 88.no5, 8, and 10 Competition for experienced accounting and finance professional increase organization are looking for ways to give themselves an edge way top help, a worker achieve a better work life balance this is by making the worker comfortableness in his work and also in his life among the benefits is over time work and companies that offer facilities such as health care or similar effort demonstrate commitment to personal to their employees. They use various ways such as sharpening the skills of the employee, Sharpening of skill This is done by the company sending employee to school to increase their skill in the company. This effect is felt by the company in their production. Incase where an employee is kept comfortable by the company he tends to produce more in turn of return. A company input can determine the employee out put this is determined oh how committed is the company to its employees. Company and employee vary widely. In order for a company to perform effectively its must know who to hire, retain nature and develop its employees. The trouble is the employee effective studies show that the best and the academically brightest are more likely to leave a firm. This is the best are mostly not comfortable either by the working condition or the workers pay and benefits and thus they are poached by other companies which have better conditio0n and benefits. A company may use the benefits to increase its employee morale and retaining and attracting employees it can also use benefits to keep employee attitude and increase their performance. Such benefit includes career growth or a mentor in a firm. Career growth This is whereby the company can take its employee to school in order for them to acquire new skill for the company. This makes the employee to feel that the company owns them and thus give all the best to the company. What is important in any company is the employee and their status a important factor any company to keep its clients and its business knowing its attached into it .its capability to recruit, retain and develop its employees. In most countries in the third world many workforces will join many companies with a view of giving their best into the company will be determined by company interest in strengthening and restructuring the employee profession. Those different employees will look different in most companies, some will be challenged by the rumination given by the company and advance their career with the aim of crimping the ladder and also for a better pay. Some will not work with the referenced company for long due to been unable to adapt to the company, other will go to better paying companies, provide better working condition have good package. Many employee do not take a company as a place to work for over five years they gauge their stray on some aspect its understood that many employee in the country are more likely to leave seeking better working condition and other rumination. In some companies they have developed ways of tapping the promising employee by promoting him over the ladder, they also encourage them to go to school and advance their career in order for them to climb the ladder of promotion and get better pay thus encouraging them to work with the said company. Companies should at least look into employees policies under which they work. Schwartz B,R,Wurtzel J, Olson L ; attracting and retaining teachers organization for a economic cooperation and development. The OECD Observer no261.27-28 In each and every company all workers rigorous requires some readiness. In order for them to be able to produce for the company this means they have to asses the work of the company what is expected of them and their aims/goals. Introduction For example some company creates a week in the company calendar for rigorous training and also introduction. This enables the employee to be able to produce what is expected of him. It also expects to minimize time loss in the company. To develop a company to be able to produce more and have effective employees a company is supposed to match the productiveness of an employee. In some company they provide a questioner which every new and old employee fills, it offer each week this is aimed at direct correspondence between the directors and employee. In order one to known the weakness and strong ness of an employee. Its coordinated in such a way that the directors reads the questionnaire and when they note there is laxness in one employee a special team is there to assist him. Some firm share workshop with other firm this is to ensure that an employee can learn from the other employee of another firm other organization organize for departmental workshop this sharpens an employee and also he /she get to understand what he does not understand . This is aimed at putting them with the high performing employee and low performing employee to effective knowledge. One common thing is that good employee is an advantage to the company in which a company can be able to produce more and employee can learn from one another. Supporting and retaining employee’s makes them feel that they are part of that company thus they work with all their strength knowing that they will be in that company for a long period. In each and every form when making a policies one should address pay and potential for company /sector growth. In many countries most in third world country worker5 policies are becoming a bit tough to the worker and many people are resulting for self- employment a company should come up with way to reward the employee i.e. by paying more for one who produce more. This is linking pay and benefit to competitive advantage. T. H Koen,Wang C,J.2005 Benefits   offer an advantage a firm productivity ?an empirical examination personnel review 34:no4.,393,512 Summary This is explaining or suggesting that employee benefits have a moderate effect on firm productivity, irrespective of industry or firm size.                                     How to cite Linking benefit and pay and to competitive advantage, Essay examples

Organizational Behavior in Australian

Questions: This assessment task requires that you synthesise your understanding of organisational culture and leadership with your theoretical and practical knowledge of OB in Australian organisations. The focus of this activity is to determine how the practice of OB must be redesigned and realigned in multiethnic/multicultural contexts to ensure cultural appropriateness and to achieve organisational effectiveness. 1. Identify and critically analyse and discuss the communication challenges that a leader would expect to encounter in relation to the cultural diversity of many Australian organisations. 2. Critically discuss how leaders can address the ethical issues related to the cultural diversity in many Australian organisations. 3. Identify, synthesise and critically discuss an optimal mix of leadership styles/behaviours which would be aligned with managing culturally diverse workplaces; these should be sufficiently flexible, and able to be appropriately adopted in Australian organisations. Answers: Introduction The modern day organizations display a wide variety of workforce (Podsiadlowski et al., 2013). The diversity is regarding race, religion, culture, ethnicity, language, age, gender and others. The multinational organizations employ a large number of manpower which has culturally diverse backgrounds. They unite together to work in the same organization and towards fulfilling the same organizational goals (Podsiadlowski et al., 2013). There are diverse industries, and there are different types of organizations surviving in the same market place (Podsiadlowski et al., 2013). A single organizational policy or operation manual is not applicable for every organization. There is a need to adapt the organizational rules and regulations as per the needs of the organization. There is a need for the improvement in the employer-employee relationship so that the workplace becomes a mutually enriching place. This paper would explore the communication challenges encountered by a leader in relation to the diverse workforce. The paper would also discuss the ethical issues handled by leaders in a culturally diverse organization. The last segment of the paper describes the leadership styles related to the management of the culturally diverse workplaces. The objective of the paper is to gain a broader knowledge base regarding the management of the multicultural workforce. The strategic challenges in the employee behavior and the leadership issues are discussed. Discussion The organizational culture is an influencing factor for the behavior of the people in an organizational scenario (Alvesson Sveningsson, 2015). The organizational culture affects the thinking capabilities of the people and their performance as well as commitment towards the organization (Alvesson Sveningsson, 2015). The organizational culture changes from one organization to the other and there are primarily three forms of the culture namely bureaucratic, innovative and supportive (Alvesson Sveningsson, 2015). The Australian organizations display higher proportion of the supportive and innovative organizations. The national culture of a country also influences the organizational cultures. The leadership styles contribute a lot towards the achievement of the organizational objectives (Alvesson Sveningsson, 2015). There is interconnection between the motivation, leadership styles and the performance of the employees. The transformational leadership contributes to commitment and job satisfaction of the employees (Alvesson Sveningsson, 2015). The attributes of transformational leadership include clarity of vision and empowerment. Australia has a unique blend of employees in the workplaces. There are many advantages of a culturally diverse workplace such as increased innovation, increased productivity and others (Robbins et al., 2013). The organizations are benefitted if they can manage the cultural diversity well. The benefits include reduced employee turnover rates, reduction in the compliance and legal risks, reduction of any negative image of the organization and others (Robbins et al., 2013). The organizations can gain competitive advantages and added value if they can manage their diverse workforce. There are times when the managers are unable to manage the cultural diversity of the workplace due to several reasons (Moran, Abramson Moran, 2014). The reasons can be a lack of clear understanding, lack of communication, moral degradation, and ethical degradation and the degraded relationship between the employer and the employee. In such cases, the organizations start degrading themselves in the eyes of the public, and hence they lag behind their competitors (Moran, Abramson Moran, 2014). There are different kinds of leadership visible in the organizations (Day et al., 2014). A successful leader should have a long sighted vision and the process of the execution of his tasks. The cross-cultural leaders should visualize his works as a challenge and should consider the individual growth as a mean for the organizational growth (Day et al., 2014). They need to manage tactfully the impacts of technology, demographics, work ethics, continuous learning, and globalization so that they can manage the workplace diversity in a better manner (Day et al., 2014). The global leaders are expected to display excellent interpersonal skills and people management skills for minimizing the number of racial conflicts, which occur between the people working in the organization (Day et al., 2014). The cross-cultural leaders should be carefully selected so that they can handle the diverse manpower as well align themselves with the complex business strategies. Answer to Question 1 The global organizations have started realizing the importance of communications in a cross-border business scenario (Spencer Oatey Franklin, 2014). They have started dealing with the challenges that are faced by the business when they operate in international markets. The cross-border communication plays a vital role in the success of the organizations (Erel, Liao Weisbach, 2012). There is no physical connection between the countries, which makes it difficult for the companies to maintain adequate communication. The managers have to depend on the virtual communication methods for performing conversation between the cross-border entities (Erel, Liao Weisbach, 2012). The home markets are undergoing a period of stagnation, and hence, the countries are searching for new avenues for gaining new customers and venturing into new geographical locations (Dikova Sahib, 2013). The companies are viewing the international expansion as a method for achieving higher revenues. This had led to the requirement of productive and harmonious cross-border relationships (Dikova Sahib, 2013). The cross-border relationship would be strengthened by adequate communication skills, which would lead to higher cultural sensitivity. The leaders face a wide variety of communication challenges when managing a cross-cultural team (Cuypers, Ertug Hennart, 2015). The expense of the installation of a virtual communication system poses a big challenge. The organizations usually have the paucity of funds, as a result of which it may not be possible for the organizations to install advanced technological systems (Cuypers, Ertug Hennart, 2015). There are instances when the employees are not given sufficient training to use the virtual communication systems. There are language barriers between the employees of culturally diverse workplace (Chidlow, Plakoyiannaki Welch, 2014). It is considered that English is a widely used global language but still there are employees who are unable to communicate through this language. They prefer to communicate through their local language or their mother tongue. This creates communication barriers, which leads to an obstacle in the work processes. There are faulty recruitment and sele ction methods, which lead to the human resource employing manpower which is not suited for culturally diverse work environments (Cuypers, Ertug Hennart, 2015). The lack of communication leads to greater misunderstandings between the employees. This is because one employee is unable to understand the language or accent of the employee from different cultural background. The linguistic diversity is a serious issue in this regard (Almond Verba, 2015). A serious communication barrier is the hostile and inaccurate stereotypes of people from different cultural background (Cuypers, Ertug Hennart, 2015). The employees prefer to assume the traits of another employee from a different cultural background (Shenkar, 2012). For example, a stereotypical American guy is assumed to be arrogant and rude as well as tolerant in the workplace. In reality, he may be a different person altogether. The act of prejudging individual leads to miscommunications, which eventually creates barriers in the comm unication process. There are behavioral differences between the employees of different cultures (Shenkar, 2012). The different cultures have different behaviors, which they consider to be acceptable. For example, maintaining eye to eye contact during conversations is considered rude in some cultures, while in some cultures, the act of not maintaining eye contact is considered as disrespectful. The cross-cultural leader should take care of these minute aspects to successfully manage a diverse workforce. Fig: Management of Cultural Differences Source: Moran, Abramson Moran, 2014 The above diagram describes the different characteristics of the culturally diverse people. There are visible cultural differences, which can be considered as the behavioral characteristics of people and there are certain underlying cultural roots. The invisible cultural roots are the primary cause of the behaviors of different individuals. The cross-border leaders should take an active part in dealing with different communication styles, different approaches for task completion, different decision making styles, and different attitudes towards disclosure and approaches of acknowledging knowledge. The leaders should take an active part in eliminating the communication barriers in the organizations (Edge Hoffman 2013). The organizations have realized that for the purpose of the financial success, they need to demonstrate adequate collaboration and effective cross-border communication (Shenkar, 2012). The organizations are often not able to communicate seamlessly to their cross-border partners. The reasons for miscommunication can be due to technical lags or human errors. The cross-border communication process is an expensive affair. There should be proper allocation of funds for the purpose of facilitating cross-border communication (Shenkar, 2012). There should be proper infrastructural facilities and the deployment of information technology for performing the communication process. Answer to Question 2 The management of the cultural diversity is a crucial job role of the leaders. There are two important dynamics that influence the modern day organizations, namely diversity and ethics. It is important for the organizations to formulate a Code of Ethics so that there is a promotion of ethical business culture (Singh, 2015). There are various types of unethical activities that can be observed in the culturally diverse workplaces. There can be bribery, illegal campaign activities, hiding information, intentional sales of defective goods and other troublesome acts (Bassell, Fischer Friedman, 2015). These kinds of situations represent organizational or individual misconduct. In such circumstances, the ethical framework of the organization is challenged, and it results in a cultural conflict. There are ethical differences, which can lead to conflicting business practices. The bribery is strictly prohibited in every organization and every country (Singh, 2015). There are instances when the senior officials engage in bribery, for gaining business prospects and climbing the corporate ladder (Bassell, Fischer Friedman, 2015). The officials try to hide the bribery amount from their financial statements. There are instances when the officials face hefty fines and jail terms about the crime of bribery (Bassell, F ischer Friedman, 2015). Culture is considered as the basis of business ethics (Sultana et al., 2013). The culture of an organization is directly proportional to the ethical activities of their managers. The organizations managers prefer clear and cohesive guidelines to aid in the decision making process. There are not enough practices to address the cross-ethical cultural practices. There are several conflicts (regarding ethical practices) arising from the cross-cultural workforce. There can be minor issues like the exchange of gifts, employing political misfit labor to major issues like bribery, cheating, false allegations and others (Sultana et al., 2013). The cross-border leader should engage themselves in the moral and philosophical belief of the team. The managers should keep themselves aware regarding the day to day operations of his team. Fraud is common in the business world of today (Baer, 2014). There are instances when a close acquaintance of the manager engages in a major fraud to the company (Baer, 2014). The manager should not be carried away by emotions. The cross-cultural manager should aim to create a minimal risk environment in the environment. There should be detailed planning for combating fraud in the workplace. The organizations must take note of their corporate strategy and ensure the minimal occurrence of any unethical practices. The illicit transfer of confidential information is also considered as unethical behavior. There are instances when confidential information is passed to an unauthorized person (Schipani Seyhun, 2015). This proves to be a serious concern for the cross-border business. This can occur either due to intentional interference or unintentional interference. A dishonest person can intentionally pass the companys private information to another unauthorized person (Schipani Seyhun, 2015). The information in one geographical region is considered as confidential to that particular region only. A person belonging to a different geographic location and in a different job role should not gain access to that information, even though he or she is working in the same organization (Schipani Seyhun, 2015). There are situations where there is a transfer of confidential information even though there was no intentional approach towards it. For example, one male employee engages in a romantic relationsh ip with a female employee in a different location. There can be sharing of information between the couple, even though there is no bad intent . The organization is at the losing end, as ultimately their private and confidential information is reaching the unauthorized persons (Schipani Seyhun, 2015). The cross-border managers should take adequate measures to combat the unethical practices in the workplace (Kruk, 2013). There should be monitoring and checks on the various interrelationships between the employees. The manager should formulate anti-fraud strategies according to the organizational needs. There should be counseling sessions as well as seminars for boosting the morale of the employees. There should be the formulation of ethical standards guide as per the organization (Kruk, 2013). It should provide adequate guidelines for the company to perform in a trustworthy and honest manner in all their company related interactions. These kinds of standards would motivate the employees to undertake right decisions for the company (Kruk, 2013). It would also allow them to report any unethical behavior, which is observed by them. The managers should also inform the organizational standards and the expected legal practices to the employees (Kruk, 2013). The managers should convey strict legal actions against employees who are found to be engaged in unethical practices. The corrective actions can be imprisonment, hefty fines, instant termination, blacklisting and others (McCormick, 2012). The managers should establish the corporate culture and underline the core values of the organization. The corporate culture should outline the factors of respect, trust and honest dealings in their business practices and the communication channels. The human resource team should recruit the right person (McCormick, 2012). The detailed background check should be made a compulsory tool for the recruitment process (McCormick, 2012). Proper care should be taken so that they hire trustworthy and ethical persons in the workplace (McCormick, 2012). There should be proper penalty systems for unethical and dishonest behavior. The human resource department should set a high example standard by recruiting an honest employee, which boosts the morale of the other employees. Answer to Question 3 The competitive nature of the workplaces, which has resulted as a result of globalization, demands the leader to possess a diverse set of skills and abilities. The cross-cultural leaders should be able to manage the culturally different infrastructures, which are also known as cultural quotient or cultural intelligence (Erez et al., 2013). There should be a blended organizational culture, which should respect each and every employee. The cross-border leaders in Australia are expected to direct a diverse group of employees, originating from different cultural backgrounds. The leaders in Australia believe in the fact that group dynamics is an important role in the practice of global leadership (DeChurch et al., 2013). The various management approaches and different leadership styles should be adopted by circumstances as well as group dynamics. The judgment can affect the behavior and values of the individual working together in a group. The leadership styles are affected by the varying perceptions of the colleagues, superiors, and subordinates. The similar norms, relations, behaviors, and roles are kept together in a group, and the group is an entity, which acts as individual entities. The key for cultural innovation is the group dynamics (Hogan Coote, 2014). The team size has a direct impact on the group dynamics and the patterns of leadership. For example, a large team size demands an autocratic or formal leadership for the purpose of direction. The dynamic cross-cultural competencies are crucial for global managers and leaders, which can be improve d by the characteristics of personality as well as the development of cross-cultural experiences. The act of the influence of the attitudes, thoughts and behaviors about a global community so that they can work together is known as global leadership (Caligiuri Tarique, 2012). The aim of the global leadership is to work together towards the accomplishment of a common goal. There are six crucial dimensions of global leadership. They are traits, values, cross-border relationship skills, global business expertise, cognitive traits, visionary skills and the expertise of global organizing (Caligiuri Tarique, 2012). The global leaders should be able to influence as well as set themselves as a role model to motivate the attitude of the employees. The global leaders should enable the global community to achieve the common organizational goals. The leadership patterns in Australia consist of transformational leadership and charismatic leadership. The charismatic leaders are known to possess divine personality who can perform miracles (Tsaur et al., 2014). The leaders influence the teammates with exceptional qualities. The charismatic leaders are known to arouse great levels of enthusiasm and a certain degree of commitment in the followers (Tsaur et al., 2014). They present a compelling vision so that they gain the confidence of their followers. The charismatic leaders are best suited for managing cross-cultural diversity because they have innovative ways and effective methods of performing managerial tasks (Tsaur et al., 2014). They can bring radical change in the organizations by their out of the box thinking, and they believe in the achievement of unusual success. The transformational leadership has a wonderful capability of inspiring and transforming his followers by a unique appeal of their job role (Herman Chiu, 2014). The transformational leaders make their team members aware of their value as well as importance in their day to day work. This type of leadership is suitable for the cross-cultural managers as there are diverse job roles, which needs to be performed by the employees (Herman Chiu, 2014). The cross-cultural leaders induce a sense of self-interest in the job roles of the fellow employees, which increases their productivity rates (Muenjohn, 2015). The increased productivity rate is beneficial to the organization. The transformational leaders develop their concerned team to shoulder a wide range of responsibilities (Muenjohn, 2015). This is done by instilling a level of confidence and skills among the fellow organizations, which drives to give better performances (Muenjohn, 2015). The followers get motivated by the leader, which is very important in a culturally diverse organization. The team members depend on their leaders for guidance, cooperation, and inspiration (Muenjohn, 2015). There is an increased level of commitment, motivation, encouragement, enthusiasm, and empowerment, as a result of transformational leadership, which makes it a popular leadership style for managing a diverse workforce (Soieb, Othman D'Silva, 2013). The Australian population has a belief in the transformational leadership as they found it very suitable for managing diverse organizations. Conclusion It is an important job duty of the managers to manage effectively the culturally diverse workforce. The organizations in Australia are culturally diverse and comprises of employees from different backgrounds. In such diverse organizations, there are instances there are gaps in the communication process. The different cultures have different organizational culture, which influences the performance of the employees. The communication is a vital process in a culturally diverse workforce. The work teams located in diverse geographical locations need to interact with each other on a regular basis. This is discussed in detail in this paper. The various communication challenges faced by the cross-cultural leaders are also discussed in detail. The patterns of the cultural differences are discussed. The cross-cultural leaders need to take care of the ethical aspects of the business. The various types of unethical activities that are observed in the workplaces are discussed. The different meas ures that are taken by the leaders to minimize the unethical activities are also explained. The mix of leadership styles that are displayed by diverse workforce leaders is also discussed. This paper will broaden the knowledge base of the organizational behavior displayed in diverse cross-cultural organizations. References Almond, G. A., Verba, S. (2015).The civic culture: Political attitudes and democracy in five nations. Princeton University Press. Alvesson, M., Sveningsson, S. (2015).Changing organizational culture: Cultural change work in progress. Routledge. Baer, M. H. (2014). Confronting the Two Faces of Corporate Fraud.Florida Law Review,66, 87. Bassell, M., Fischer, D., Friedman, H. H. (2015). The Importance of Business Ethics and Corporate Social Responsibility: A Course Module.Available at SSRN Caligiuri, P., Tarique, I. (2012). Dynamic cross-cultural competencies and global leadership effectiveness.Journal of World Business,47(4), 612-622. Chidlow, A., Plakoyiannaki, E., Welch, C. (2014). Translation in cross-language international business research: Beyond equivalence.Journal of International Business Studies,45(5), 562-582. Cuypers, I. R., Ertug, G., Hennart, J. F. (2015). The effects of linguistic distance and lingua franca proficiency on the stake taken by acquirers in cross-border acquisitions.Journal of International Business Studies,46(4), 429-442. Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., McKee, R. A. (2014). Advances in leader and leadership development: A review of 25years of research and theory.The Leadership Quarterly,25(1), 63-82. DeChurch, L. A., Mesmer-Magnus, J. R., Doty, D. (2013). Moving beyond relationship and task conflict: Toward a process-state perspective.Journal of Applied Psychology,98(4), 559. Dikova, D., Sahib, P. R. (2013). Is cultural distance a bane or a boon for cross-border acquisition performance?.Journal of World Business,48(1), 77-86. Edge, J. S., Hoffman, S. J. (2013). Empirical impact evaluation of the WHO global code of practice on the international recruitment of health personnel in Australia, Canada, UK and USA.Globalization and health,9(1), 1. Erel, I., Liao, R. C., Weisbach, M. S. (2012). Determinants of cross border mergers and acquisitions.The Journal of Finance,67(3), 1045-1082. Erez, M., Lisak, A., Harush, R., Glikson, E., Nouri, R., Shokef, E. (2013). Going global: Developing management students' cultural intelligence and global identity in culturally diverse virtual teams.Academy of Management Learning Education,12(3), 330-355. Herman, H. M., Chiu, W. C. (2014). Transformational leadership and job performance: A social identity perspective.Journal of Business Research,67(1), 2827-2835. Hogan, S. J., Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), 1609-1621. Kruk, J. (2013). Good scientific practice and ethical principles in scientific research and higher education.Central European Journal of Sport Sciences and Medicine,1(1), 25-29. McCormick, J. (2012). AN ETHICAL FRAMEWORK FOR CROSS-BORDER LABOR RECRUITMENT. Moran, R. T., Abramson, N. R., Moran, S. V. (2014).Managing cultural differences. Routledge. Muenjohn, N. (2015). Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers.international Journal of Business and information,2(2). Podsiadlowski, A., Grschke, D., Kogler, M., Springer, C., van der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations.International Journal of Intercultural Relations,37(2), 159-175. Robbins, S., Judge, T. A., Millett, B., Boyle, M. (2013).Organisational behaviour. Pearson Higher Education AU. Schipani, C. A., Seyhun, H. N. (2015). Defining'Material, Nonpublic': What Should Constitute Illegal Insider Information?.Fordham Journal of Corporate and Financial Law, Forthcoming. Shenkar, O. (2012). Beyond cultural distance: Switching to a friction lens in the study of cultural differences.Journal of International Business Studies,43(1), 12-17. Singh, M. (2015). Importance of Social Responsibilities and Ethical Values in Corporate.International Journal of Research in Management Business Studies. Soieb, A. Z. M., Othman, J., D'Silva, J. L. (2013). The effects of perceived leadership styles and organizational citizenship behaviour on employee engagement: The mediating role of conflict management.International Journal of Business and Management,8(8), 91. Spencer Oatey, H., Franklin, P. (2014).Intercultural interaction. John Wiley Sons, Inc.. Sultana, M., Rashid, M., Mohiuddin, M., Mazumder, M. N. H. (2013). Cross-cultural management and organizational performance: A content analysis perspective.Cross-Cultural Management and Organizational Performance: A Content Analysis Perspective, 133-146.