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
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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.
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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.
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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
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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.
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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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