Module 06 Course Project – Managing Diversity

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As the Director of Human Resources, the CEO and other executive leaders have requested you to design a training presentation on "Best Practices" for managers on diversity in the workplace. In your training guidelines you will want to address the following areas:

  1. Introduce diversity importance to managers.
  2. Assess some common mistakes or problems that may happen if management of diversity is not used.
  3. Provide at least three best practices managers can take away from the training.
  4. Conclude your training.

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MOD 6 Grading Rubric Total Assessment Emerging Competence Proficiency Mastery Points: 100 Introduction (15 Pts) Address Problems (35 Pts) Presentation offers Presentation offers Presentation is clear Presentation offers little explanation as vague explanation as on explanation as to clear explanation as to the importance of to the importance of the importance of to the importance of diversity best diversity best diversity best diversity best practices. practices, but gives practices, but gives practices, and gives no examples. poor examples. relevant examples. Points: 3 Points: 8 Points: 12 Points: 15 Presentation offers no Presentation offers Presentation offers Presentation offers clear ideas for vague ideas for clear ideas for clear ideas for ideas addressing problems addressing problems addressing problems for addressing if management does if management does if management does problems if not implement not implement not implement management does diversity best diversity best diversity best not implement practices. practices, but no practices but no diversity best resources. appropriate practices, and resources. appropriate resources. Best Practices (20 Pts) Points: 10 Points: 18 Points: 28 Points: 35 Presentation did not Presentation Presentation Presentation provide best practices somewhat discussed discussed best thoroughly discussed for management. best practices for practices for best practices for Provided no details management. management, but management. and examples. Provided little detail wasn’t thorough. Provided details and and examples. Provided some detail examples. and examples, but not substantial enough to reinforce thoughts. Points: 5 Points: 10 Points: 15 Points: 20 Conclude Presentation (30 Pts) Presentation did not Presentation Presentation Presentation recap or conclude somewhat recapped recapped training thoroughly discussed presentation for training program for program for the training program for training purposes. the workplace. workplace. Provided the workplace. Provided little detail some detail and Provided details and and examples. examples, but not examples. substantial enough to reinforce thoughts. Points: 8 Points: 15 Points: 25 Points: 30 Running head: GLOBALIZATION AND DIVERSITY Module 05 Course Project Globalization and Diversity Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on December 16, 2018, for Professor Yulanda Harris GEB4220-02 - Online. 1 GLOBALIZATION AND DIVERSITY 2 Introduction Hofstede’s cultural dimensions talks about how people from different cultures interact with each other through a framework known as cross-cultural communication. Individuals belonging to different cultures have the capacity to pass information through the six cultural dimensions. People from different cultural backgrounds communicate in both similar and different ways as they interact among themselves. Hofstede’s cultural dimensions as well involves the manner in which people appreciate others culture across the world. In addition, Hofstede’s cultural dimensions in depth describe the effects of a society's culture and how it affects the values of its members. As well, it describes how these values relate to behavior, using a structure derived from factor analysis to explain how communication from different cultures happens in a neutral angle. Hofstede’s cultural dimensions was introduced by Gerard Hendrik who is known to be a social psychologist and a former International Business Machine Corporation (IBM) employee as well as acknowledged individual in field of cross-cultural groups and organizations.Hofstede’s cultural dimensions are mastery on how communication across different cultures can be achieved. Hofstede’s cultural dimensions include; indulgence versus self-restraint, individualism-collectivism, long versus short-term orientation, power distance which is strength of social hierarchy, uncertainty avoidance and masculinity-femininity also known as task orientation versus person-orientation. Indulgence versus Self-restraint According to Gerard Hendrik, this dimension is a measure of happiness. Indulgence means that individuals in a society can express their gratification through being happy and GLOBALIZATION AND DIVERSITY 3 having fun. Self-restrain has it that individuals are controlled by emotions, societal believes and own thoughts which dictating their lives and emotions (Triandis, 2004). At workplace, Indulgence versus Self-restraint can be used to allow people have fun or being controlled.Indulgence calls for workforce to be free with each other, interact without limits and make sure that their interaction is meaningful hence bringing forth production in an organization. On the other side, self-restraint controls individuals from interacting purposelessly. Individual’s believes, emotions and societal believes should not be violated through interaction and this is why this dimension calls for discipline from all workforces. Individualism versus Collectivism Individualism is whereby an employee is mostly attached to his or her family more than how they are attached to groups while collectivism is about functioning from a societal perspective (Schwartz, 1994). As according to Schwartz (1994) at workplace, collectivism is important for employees can implement this strategy to solve a conflict once it arises and therefore being able to come up with the best result after problem solving. Besides, individualistic requires one to solve issues independently at workplace hence achieving less. Power Distance Index This dimension discusses how members of low rank in an organization expect that power should be divided equally among all members. People who belong to lower levels at workplace tend to understand that there is inequality in power and therefore power has to be distributed so that everyone in the organization has a part to serve as a leader (Triandis, 2004). It is true that power distribution at workplace tends to ease work for top management do not have to struggle GLOBALIZATION AND DIVERSITY 4 overseeing minimal activities which could have been done by someone else of that particular department. In addition, power distribution brings about performance at workplace. Uncertainty Avoidance In this dimension, an organization is required to tolerate some incidences for ambiguity. There are things that happen in a society and simply because the organization does not want to dwell on something that needs reasoning, they try to ignore and assume that it is understandable (Triandis, 2004). Workplace might be affected by relying on laws, regulations, guidelines and behavior such that it is restricted to it and cannot depend on truth. Most workplaces rely on implementing very few laws and regulations and that is why operations are based on ambiguity hence making organizations free-flowing. Such workplaces where rules and regulations are not followed tend to fail. Masculinity versus Femininity This dimension describes masculinity as achievement, heroism, assertiveness and material rewards for success while femininity talks about a preference for cooperation, modesty, caring for the weak and quality of life (Triandis, 2004). In addition, masculinity versus femininityidentifies how men and women are different in an organization and how each one has a role to perform. The dimension is a strategy for division of labour such that each category is aware of their duties and what is expected of them. Workplaces through division of labour tend to do well because roles are defined and everyone understands their position. Long versus Short-term Orientation GLOBALIZATION AND DIVERSITY 5 This dimension describes how short-term circumstances and forces are covered by focusing on the future. The future is achieved by employing persistence, perseverance, saving and being able to adapt to changes (Triandis, 2004). Workplaces acquire best results by implementing long-term solutions while avoiding short-term for they do not last for long hence bringing losses to the organization. Strategies to Manage Cultural Dimensions In order to successfully manage different cultural dimensions as described by Gerard Hendrik, people in an organization need to understand and know each other. People from all cultures and work in America need to be known in order to ensure that there is trust. This is for the reason that knowing each other reduces mistrust issues and individuals are able to cope up with each team member (Binder, 2016). Moreover, ability to retain a culturally diverse staff through recognizing their efforts so that they may feel appreciated and intellectually stimulated (Binder, 2016). Individuals working in United States of America need to be motivated in order to keep them close and limit the issue of feeling being discriminated. Moreover, knowing team’s cultural differences is very important for organizations are able to understand misconceptions and miscommunication. Conclusion In conclusion, communication in organizations especially across cultures is encouraged for it enables workplaces to realize their set goals. Different cultures have different believes and therefore it is required of workplace to understand these difference so as to not cross each other’s lines through misconceptions and miscommunication. Individuals in an organization from different cultural groups need to be motivated and intellectually stimulated. In addition, the six GLOBALIZATION AND DIVERSITY Hofstede’s cultural dimensions work together by explaining how different perspectives are achieved through cross-cultural functionality. 6 GLOBALIZATION AND DIVERSITY 7 References Binder, J. (2016). Global project management: communication, collaboration and management across borders. Routledge. Schwartz, S. H. (1994). Beyond individualism/collectivism: New cultural dimensions of values. Triandis, H. C. (2004). The many dimensions of culture. Academy of Management Perspectives, 18(1), 88-93. 1 MOD 4 COURSE PROJECT Module 04 Course Project Diversity in the Workplace Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on December 9, 2018, for Professor Yulanda Harris GEB4220-02 - Online. 2 MOD 4 COURSE PROJECT Workplace Diversity and Millennials Introduction Workplace diversity and inclusion is an essential component of successful business enterprises in the current business environment because increased diversity in the U.S. population. Different study findings demonstrate that diversity in the workplace is becoming one of the competitive strategies that organizations are using to remain competitive in their industries and marketplace. One critical aspect of the population diversity is the high number of millennials; who account for the largest demographic generation in the United States at over 75 million people (Frey, 2018). Further, Frey (2018) observes that the millennials are positive about racial and ethnic diversity than any other generations in addition to being tech-savvy, tolerant and independent. Imperatively, this paper discusses workplace diversity in relation to the millennials and how they view and accept diversity. Millennials and Workplace Diversity: Similarities and Differences Johansson (2017) posits that millennials have a different perception of diversity and inclusion compared to other generations. The article advances that millennials make profound efforts to have diversity in their workplaces; particularly in industries that require and experience diversity the most or those ones that are yet to keep up with the increasing cultural demand due to the increasing rate of diversity in the population. The author notes that millennials are more perfect with workplace diversity and inclusion as demonstrated in three critical industries that include healthcare and medicine, technology, and higher education (Johansson, 2017). The article observes that research findings show that 47% of millennials consider working for organizations that embrace diversity and inclusive policies in their operational environment. In 3 MOD 4 COURSE PROJECT its survey findings, Deloitte University (2018) asserts that the millennials’ view of diversity and inclusion is different from other generations. The millennials consider diversity and inclusion as a culture that enhances connectedness with the aim of facilitating teamwork, collaboration, and professional growth. Further, millennials focus more on having unique experiences as one of the critical aspects of diversity. They also believe that diversity enhances teamwork and a majority of the millennials will engage actively in diversity at the workplace to promote an inclusive culture. The report also states that millennials want diversity and inclusion programs at their workplace to focus on fostering more business opportunities and positive outcomes (Smith & Turner, 2018). The report observes that increased opportunities and better outcomes result from an organization’s acceptance of cognitive diversity by recognizing individualism, collaboration, innovation, and teamwork. As such, the Deloitte report asserts that the millennials will constitute the biggest percentage of the workforce by the year 2025. It is evident that the millennials are the most diverse, digitally connected, and socially minded group of employees in the increasingly diverse workplace (Smith & Turner, 2018). A stark similarity between workplace diversity and the millennials arises from their definition and perspective of the concept of diversity. Millennials consider the varied backgrounds, experiences, and perspectives as the most essential ingredients to the success of a business in the increasingly diverse global market and workplace (Dishman, 2015). They believe that cognitive diversity is a requisite for innovation and enhancing teamwork collaborations. 4 MOD 4 COURSE PROJECT Role of Personality Identity Nelson (2018) opines that millennials have a broad definition and understanding of workforce diversity. They believe that cognitive diversity transcends race and gender invalidating individual opinions and ideas. Therefore, millennials and workplace diversity agree on one critical concept; recognition of cognitive diversity where each point of view is accepted and valued to increase innovation. As such, personal identity plays a critical role through the cognitive identity concept that millennials advance. Furthermore, studies on workplace diversity have always emphasized the need to enshrine personal opinions, ideas and contributions in a valued manner as a means of attaining diversity. Personality identity between workplace diversity and millennials becomes apparent through their more nuanced perspective on diversity. To the millennials, diversity goes beyond having or gaining equal opportunity and requires one to hold their convictions that working and having effective collaborations with people from different backgrounds makes a firm smarter, richer and creative as well as more successful. Martinelli (2018) asserts that about 74% of millennials consider their organizations being more innovative when they have a culture of diversity and inclusion. Companies that embrace diversity are more likely to have higher incomes and operational revenue. More fundamentally, cognitive diversity remains the main factor for firms that want to hire millennials and retain them. Proactive Plans to enhance diversity among millennials in the Organization It is evident that millennials will continue to constitute the highest percentage of the workforce at about 75% by 2025. The implication for managers is that they must create an organizational environment that encourages diversity right from the hiring process to 5 MOD 4 COURSE PROJECT organizational culture. Managers need to recognize cognitive diversity that views diversity as having varying experiences, different backgrounds, and individual experiences and perspectives (Shandwick, 2016). As such, they must seek employees who define diversity as a critical component to their success. Firms that embrace diversity retain younger employees for longer periods. Therefore, a proactive approach would incorporate younger employees that embrace an expounded definition of diversity in the company and are willing to use their experiences, innovative ideas and perspectives to help the firm grow to new heights in revenues and other aspects of its operations. Conclusion It is evident that diversity in the workplace and millennials share similarities and are essential to the success of a business enterprise in the current global business environment. Millennials seek organizations that embrace an expounded definition of workplace diversity, especially firms that recognize and embrace cognitive diversity in their operational environment. Millennials want firms that will recognize their perspectives and incorporate them into their business strategies. Conclusively, workplace diversity has numerous benefits as research studies continue to demonstrate the benefits that accrue to firms that embrace it, particularly in relation to the hiring of and having millennial employees. 6 MOD 4 COURSE PROJECT References Dishman, L. (2015). Millennials have a different definition of diversity and inclusion. Retrieved from https://www.fastcompany.com/3046358/millennials-have-a-different-definition-ofdiversity-and-inclusion Frey, W. H. (2018 January). The Millennial Generation: A demographic bridge to America's diverse future. Retrieved from https://www.brookings.edu/wpcontent/uploads/2018/01/2018-jan_brookings-metro_millennials-a-demographic-bridgeto-americas-diverse-future.pdf Johansson, A. (2017 November 14) Millennials are Pushing for Diversity in these 3 Industries. Retrieved from https://www.forbes.com/sites/annajohansson/2017/11/14/millennials-arepushing-for-diversity-in-these-3-industries/#37eee1a86a5c Martinelli, K. (2018 October 4). How Millennials are solving the Workplace Diversity Problem. Retrieved from https://www.ozy.com/acumen/how-millennials-are-solving-theworkplace-diversity-problem/89414 Nelson, R. (2018). What Workforce Diversity Means for Millennials. Retrieved from https://hiring.monster.com/hr/hr-best-practices/recruiting-hiring-advice/strategicworkforce-planning/workforce-diversity-for-millennials.aspx Shandwick, W. (2016). Nearly Half of American Millennials Say a Diverse and Inclusive Workplace is an Important Factor in a Job Search. Retrieved from https://www.prnewswire.com/news-releases/nearly-half-of-american-millennials-say-adiverse-and-inclusive-workplace-is-an-important-factor-in-a-job-search-300373675.html Smith, C. & Turner, S. (2018). The Radical Transformation of Diversity and Inclusion. Retrieved 7 MOD 4 COURSE PROJECT from https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/usinclus-millennial-influence-120215.pdf 1 MOD 3 COURSE PROJECT Module 03 Course Project Evaluate Company’s Culture for Diversity Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on December 2, 2018, for Professor Yulanda Harris GEB4220-02 - Online. RACIAL DIVERSITY IN JAPAN 2 Introduction Both in the world and inside the country Japan is believed to be a culturally and ethnically homogenous country. For the non-Japanese, the belief of Japan as a standardized country is much inbuilt in them, and for many citizens of Japan, it is skepticism to see a nonAsian speak the Japanese language so decently. Of course, such issues do not guarantee Japan to be a diverse country. The experience is also aging for the few people that speak the Japanese language. Japanese are very sensitive to change, and new ideas and don do not trust new behavior and skills from the outside world. However, the country has much anxiety about the future state of the country and at the same time resist change emotionally. Due to globalization and negative impacts on social change, demographics and weak economic growth, the Japanese have run out of choices but to implement specific reforms. The business culture of Japan is known for its employees that go for a lifetime. The downsizing of the companies and business organization has led to the restructuring of the offices alongside closing the offices that are running against the culture of the Japanese. The competitiveness of business growth and the downsizing has made the country realize that racial diversity is a great benefit to the country’s economy. Although women mainly overcrowd the workplace, their work-force is much low. Laws have been enforced to ensure that a significant representation is present within the organization. Challenges of racial diversity in Japan Culture comprises of a practical and visible impact on the performance of the organization and the satisfaction of an individual. The effectiveness of an organization lies in the working and understanding of the constraints of culture. Culture is subject to change which RACIAL DIVERSITY IN JAPAN 3 requires organizations to efficiently study it and make adjustments concerning behavior, process and the structure of the shift in perception. In Japan, various challenges of culture face racial diversity in business organizations. The technical competency establishes a more complex surprise in the organizations. The time concept is different among distinct cultures which means that if a meeting is scheduled to held at 10 am may start at 12 pm, and members will not see the need for an apology. The language barrier is also another cultural constraint in Japan. It is true the international business language is English. However, in a situation where someone has to understand a complicated word in English and translate those into their work may be wary. The system of management in Japan is unique to the country. (Andrews & Ashworth, 2015) The effectiveness of the business lies upon the individual’s ability to work within the codes of behavior and the value system that is accepted within the company. Such may be difficult to employ in Japan due to is management system. Also, it is perceived that every worker understands English which may even bring more complications which is a misleading concept in business. Japanese considers silence to be a more productive time during the time of negotiations which may give experts higher marks when dealing with such people since lack of discussion will only lead to a conclusion of mediation. Also, women in Japan do not see themselves fit as managers in Japanese organizations due to lack of role models. In the entire nation of Japan, there are only ten percent of the total managers in the organizations that are women. (Kemper et al., 2016) For a business organization to be more successful, there is a need of having employees that are in love of what they are doing which means that they will deliver their best. At the same time, customers that love doing business with that particular organization are also required for the business organization to reach the highest success level. Without the feeling of inclusion, the RACIAL DIVERSITY IN JAPAN 4 workers will feel they are not connected to the general success of the business. There are ten ways to ensure inclusive work culture in the business organization. Ethical and legal implications protecting Racial Diversity in Japan Legal and ethical implications have since been made to ensure that racial diversity is protected in the Japan business organizations cultures. The NIH has since been asked to continue aging women from all ethnic and racial groups to involve themselves into the business researches, and substantial participation in all the business organizations in the country and assume even the dominant position in these offices. The commission of the HIH that is the study of the institutional and attitudinal barriers to involve the poor, ethnic and racial groups and women to take part In their research to help in eradicating such barriers and protect the racial diversity. (Kemper, 2014) Various regulations have since been implemented in Japan where it is an offense to victimize, harass or discriminate any person in the business organization, a member of any organization staff or visitors inside the country due to their culture or race. Any form of discrimination is strictly prohibited whether it is associated, actual or perceived. Policies have since been developed that regards any person present in any organization, to be part of its success and therefore should not in any way be harassed. Japan has found that racial diversity has had a great significance to the business growth which has forced the nation to integrate its organization systems to fit it other people from different races. (Zhou, 2016) Techniques to ensuring inclusive work culture RACIAL DIVERSITY IN JAPAN 5 One method is by defining the goals and creating a realistic vision or written inclusive, dynamic culture. Next is enlisting the whole team of leadership and identifying the fellow champions through displaying either in actions or words. It allows them to put into their list of visions. Supporting the leadership team’s work is essential in ensuring that they too feel connected to the entire business progress. They may be asked questions like what factors made that work that they wake up for each day. In case they were their direct report, which thing would they need to wake up each day? If they were an hourly employee like others, what factors would facilitate they're coming to work and wanting to be successful? Which elements have been having held them back into that particular feeling? What would be the manager’s comment? And what would be the claim of their hourly employees? Their responses should then be compared from the assessment data of the organization and weigh how much they apprehend the perspective and needs of the hourly employees and their managers. (Church et al., 2014) The other way is holding individuals liable for the people they employ so that they are responsible for their sick and better performance. Marketing an individual’s own culture so that it infuses to the organization needs and requirements are also another technique of ensuring inclusive work culture. Some issues that arose during the process of assessment should be identified, and necessary actions are taken. Developing the method of communication will make employees believe that their feedback is well understood and at the same time appraising their progress. The relationship between the critical issues and the manager’s actions alongside inclusive work culture development and implementations should be consistently made. Lastly, the employees need to understand the business and personal benefits of the inclusive culture implementation. Some employees may not like the organization and may be holding its progress RACIAL DIVERSITY IN JAPAN 6 back. Such employees should be freely released since they may find somewhere that they work better. (Hollifield et al., 2014) Conclusion Business organizations with a diverse workforce have attracted many talents from people of distinct races which in return have seen its success. Industries that have utilized entirely different workers with distinct personalities and backgrounds can manage a bigger range of customers as compared to those companies that only rely on employees from the same ethnic and racial group. It may be difficult to find a customer with good knowledge about racial diversity, participating in a business activity that only involves one race of which is not his or her race. Having different ethnic employees is not only good for the business itself but also to the employee’s relationship. These employees learn new things from each other each day and are motivated from the beginning to the end of the business operation. Racial diversity in the business also enhances Employee's creativity as they learn new ideas, and skills from other ethnic groups alongside their culture. Japan’s culture, for instance, was against change but due to the economic competency and business drawback, they were forced to employ racial diversity that despite the culture challenges has dramatically improved its growth economically. RACIAL DIVERSITY IN JAPAN 7 References Andrews, R., & Ashworth, R. (2015). Representation and inclusion in public organizations: Evidence from the UK civil service. Public Administration Review, 75(2), 279-288. Church, A. H., Rotolo, C. T., Shull, A. C., & Tuller, M. D. (2014). Inclusive organization development. Diversity at work: The practice of inclusion, 33, 260-295. Hollifield, J., Martin, P. L., & Orrenius, P. (Eds.). (2014). Controlling immigration: A global perspective. Stanford University Press. Kemper, L. E., Bader, A. K., & Froese, F. J. (2016). Diversity management in ageing societies: A comparative study of Germany and Japan. management revue, 29-49. Yamada, M. (2014). The role of English teaching in modern Japan: Diversity and multiculturalism through English language education in a globalized era. Routledge. Zhou, B. (2016). Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs). Annals of Operations Research, 241(1-2), 457-474. 1 MOD 2 COURSE PROJECT Module 02 Course Project The Diversity Plan Matthew Marquette Rasmussen College GEB4220-02 Author Note This paper is being submitted on November 25, 2018, for Professor Yulanda Harris GEB4220-02 - Online. 2 MOD 2 COURSE PROJECT The Diversity Plan Introduction The American society is diversifying racially at a greater pace never experienced before. Projections are that the population of minority groups in the United States will rise to 50% of the total population by the year 2050 (Kim, 2006). The population which is comprised of white people, black people (of African descent) and the people from Asian descent will continue to diversify even in the future, driven by forces of immigration and natural population increase. This diversity in populations is also manifested in the workforce of the United States. An industry has to seek their employees from a workforce that is comprised of people of different races, people who trace their ancestry to different continents of the world. Consequently, a company that values diversity will end up with employees of different races, who profess different faith and who have different cultural orientations. The cultural orientation that comes with the diversity of the workforce also implies that employees will have different values, dress codes, religious beliefs, and etiquettes. This diversity is however desirable because it brings different valuable talents to the organization that implements diversity (Harvey & Allard, 2015). The benefits of diversity can only be accrued if it is well planned, otherwise, cost of diversity might outweigh its benefits. Importance of Diversity Planning According to Kim (2015), it is relatively more important and difficult to manage diversity than to manage a homogenous workforce. This is the very basis and rationale for the planning of diversity. While homogeneity can easily be managed without a plan, diversity planning is a requisite condition for effective management of the diverse workforce. As noted by Kim (2006) 3 MOD 2 COURSE PROJECT the demographic shift experienced in the United States have affected the workforces thus necessitating diversity planning, if the industries have to take advantage of the diverse workforce at their disposal. For example, since the racial diversity of workers brings about a diversity of talents in the organization, careful diversity planning would ensure that the organizations recognize and harness the potentials and talents that they have to increase their competitiveness. With racial diversity in the organization's workforce, conflicts are inevitable (Kim, 2006). Diversity planning ensures that the company can predict the possible conflicts that may emerge, put up measures to prevent them and proved ways of resolving them in the event that they manifest. Some of The Steps Introduced in The Diversity Plan The first step to this diversity plan would be to determine areas of competence and talents that the organization needs. A racially diverse workforce comprises different abilities and talents (Harvey & Allard, 2015; Kim, 2006) and thus the organization has the opportunity to choose the competencies that would help it achieve its goals. This step would also ensure that the organization does not hire individuals who would not impact on its vision, and this way, it avoids wasteful expenses on employees it does not need. After determining the competencies needed, the organization needs to constitute a team responsible for hiring the workforce. The team will then advertise and select from the applicants the best-suited candidates for the positions that the organization would want to fill. This team’s greatest challenge would be to ensure that while they are looking for competent people, the end result has to be a diversity of the hired workforce. 4 MOD 2 COURSE PROJECT The next step would be to take measures that combat discriminations and promote inclusiveness (Kim, 2006). The organization should take measures such as changing its culture to value racial inclusivity and formulate rules that encourage inclusivity at the expense of racial discrimination. The employees and managers are then made to believe in these values and to adhere to these rules. This step would help reduce conflicts and promote sharing and learning in the organization. For example, the company can formulate a policy that requires that when assignments are to be assigned to a group, that group has to be comprised of workers from different races, so as to foster learning, sharing, and multiplicity of ideas. The diversity plan should also include a step to create a learning and collaborative environment (Kim, 2006). Since racial diversity is a new phenomenon in the organization, both the workers and organization need to continuously learn how to operate in the framework it produces. For example, both the workers and the managers have to learn how to communicate to people from different cultures, they have to learn how to approach different issues relating to colleagues’ culture and how to harness each other's potential. The plan can achieve this by providing for orientation programs for new employees, benchmarking opportunities for managers in the organization that have effectively managed racial diversity, and enrolling workers into workshops. The organization should also value collaborative work rather than individual assignments so as to take advantage of the multiple ideas that exist in the organization's workforce. The collaborative environment should also be promoted by advocating cultural tolerance and mutual respect for an individual’s ideas. 5 MOD 2 COURSE PROJECT Challenges in The Implementation of The Plan Lack of coherence among the workforce may hinder successful implementation of the plan. As noted by Kim (2006), lack of coherence usually interferes with implementing racial diversity in a workforce. This is a challenge in the United States where particular races do not want to harmoniously mix with the other races, thus making it difficult to have workers operate in a racially diverse group. Negative attitudes and behavior among workers (and sometimes mangers) may also affect the implementation of this plan in the United States. For example, in the United States the people of the white race usually show prejudice, stereotypes, and discrimination against people of colour (Kim, 2006). These negative behaviours may lead to sharp conflicts in the organization between workers of different races. In the unlikely event of such conflicts, the advantages of racial diversity (discussed earlier in this paper) will not be realized, and even the implementation of racial diversity in the organization may fail altogether. In the global workforces, the challenge would be the hiring of an inexperienced workforce, due to affirmative action. In the global workforce, it might occur that all the applicants who fit the competencies required belong to one race, thus making it difficult to diversify the workforce. In such a situation the organization may find itself with limited options to implement this plan, especially if other remedial measures are not put in place. Control Measures The plan provides for the formulation of dispute management strategies so as to help ensure harmony and coherence. These strategies include having supportive values and norms, rules that forbid discrimination as well as bodies within the organization that identify and 6 MOD 2 COURSE PROJECT manage conflicts that might hinder implementation of the plan. Recognizing efforts of the workers regardless of their race would also help in combating discrimination and prejudice. In this case, the management will be exemplary in practicing fairness while dealing with workers, encouraging meritocracy and taking disciplinary measures to those who engage in discrimination. Conclusion Racial diversity in the workforce has benefits including the multiplicity of ideas and innovations. Diversity planning is necessary in this case to harness workers potentials and avoid conflicts. The organization has to identify competencies required, cultivate an environment for inclusivity and also provide conflict resolution mechanisms, as part of the racial diversity plan. 7 MOD 2 COURSE PROJECT References Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303. Harvey, C. P., & Allard, M. (2015). Understanding and managing diversity: Readings, cases, and exercises. Pearson. Kim, B. Y. (2006). Managing Workforce Diversity. Journal in Human Resource in Hospitality & Tourism, 5(2), 69-90.
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Running Head: DIVERSITY IN THE WORKPLACE

Diversity in the Workplace
Student’s Name:
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DIVERSITY IN THE WORKPLACE

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Introduction of the diversity importance to managers

Diversity in the workplace refers to the state of having employees with various
characteristics which include religion, gender, education, race, age, experience, and ability.
Diversity in the workplace is essential considering that it leads to increased profitability and
opportunities. Individuals with different experiences and abilities work well together in ensuring
that ultimate decisions are reached. It is important to note that diversity in the workplace is
significant for successful businesses because of the increased diversity in the population of the
United States of America. Different study findings indicate that the diversity in the workplace is
one of the competitive strategies that organizations are utilizing. Diversity brings different valuable
talents together, (Harvey & Allard, 2015).
Diversity in the workplace is associated with benefits such as ultimate decision making and
improved problem solving. Besides, it encompasses greater creativity and innovation. Diversity
creates an opportunity for organizations to compete globally. Therefore, managers have an
important task to play in diversity. It is clear that when diversity in the workplace is well managed,
lots of benefits are experienced. The managers should be co...


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