A Global Imperative for Achieving Managerial Strength and Synergy through the Mitigation of Micro-Aggression Workplace Behavior

Abstract

As the reinventing and realignment of management to conduct global business continues during this decade and in future years, the new global landscape dictates even greater interaction among diverse peoples. Thus, it has become essential for business organizations to both develop and enhance desired human capital outcomes by managing micro aggression that can severely hinder the contributions and combined abilities of trans-cultural employees whose effectiveness depends on maximum capacity for making decisions, working together, and adding value to their organizations. Moreover, it is important to promote strategically directed team development to maximize human interaction and cooperation processes when doing business globally.

A 2011 McKinsey study of more than 1,000 major businesses showed that when organizations worked at reducing the combined effect of bias and regressive behaviors in their decision-making processes, they were able to achieve and sustain returns up to seven percentage points higher than previously. This research based discussion looks at contemporary global human capital trends amidst possible adverse impacts of micro-aggression in light of innovative and creative process and performance from the 21st century global workforce which could significantly decrease their productivity. Subsequently, the authors discuss and provide benefits of effectively mitigating micro-aggression.

Keywords: Micro-Aggression, Global Business, Organizations, Global Workforce